Japan’s major issue with the ‘death’ of Internet Explorer

The once-dominant browser, Internet Explorer, will soon become history. Six years after the phasing-out plan was revealed, Microsoft acknowledged that it is being discontinued. The news seemed to have received poorly in Japan, though. According to a study by Nikkei, many organisations still use Internet Explorer as their primary browser, according to a survey done by IT resource provider Kenya’s Net. Nearly 49% of those surveyed claimed that Internet Explorer was their main browser.

Furthermore, the research says that a Tokyo-based software company, Computer Engineering & Consulting, has received requests for assistance from government organisations, financial institutions, and corporations.

Why are some Japanese businesses "struggling" with Internet Explorer's demise?

The issue, according to the research, is that many businesses and government organisations maintain websites that are still only functional with Internet Explorer. The survey claims that a large number of Japanese businesses use the browser for both internal tools and attendance tracking. Because of the clients’ order-handling systems, some businesses are forced to utilise Internet Explorer.

According to the research, Japan’s government institutions have been reluctant to switch from Internet Explorer to alternative browsers. The preferred browser for many governmental organisations is still Internet Explorer. For a seamless transition, the Japan Information Technology Promotion Agency has been urging users to switch to other browsers, but many haven’t cooperated.

To be fair to Microsoft, it gave users plenty of time to transition from Explorer to its own Edge browser or to any other browser of their choosing, such as Chrome, Firefox, or Internet Explorer.

Microsoft acknowledged the demise of Internet Explorer in a blog post dated June 15, 2002. “Internet Explorer (IE) is officially discontinued and no longer supported as of today, June 15, 2022, after enabling consumers utilise and explore the web for more than 25 years. Thank you to the millions of you who use Internet Explorer as your browser to access the internet.

10 Essential Leadership Skills In 2022

You came upon our list of effective leadership talents.

Leadership talents assist professionals in guiding teams, initiatives, and organisations. Decision-making, empathy, and delegating, for example. These characteristics are used to identify talented leaders and place the proper people in positions of authority.


The following items are included in this article:

  • Leadership Communication
  • Leadership Soft Skills
  • Qualities Of Good Leader

list of leadership qualities

Here is a list of leadership skills that can assist professionals manage teams and achieve professional success.

1. Emotional Intelligence

One of the most crucial soft talents in leadership is emotional intelligence. Leaders deal with a wide range of sensitive and stressful situations, and they must be able to make sound decisions in these scenarios. Understanding what workers may be thinking or feeling in specific situations aids managers in making decisions that benefit their personnel. These leaders are less prone to alienate personnel and are more likely to engage with team members on a deeper level.

Leaders who are able to sense their employees’ emotions and anticipate their reactions can maintain good staff morale and prevent many workplace problems. Furthermore, these supervisors may respond in real time and alter strategies in the middle of a dialogue, such as when they detect team members retreating from the conversation or showing guarded body language. These abilities aid leaders in de-escalating conflict and detecting problems inside their departments. Emotional intelligence also aids leaders in bettering their relationships with their employees and fostering higher levels of trust.

2. Relationship Building

One of the most important characteristics of a strong leader is the ability to develop relationships. To be considered for a leadership role, a professional must be able to work well with others. From the team they supervise to higher-ups, colleague managers and cooperating departments, clients and vendors, leaders communicate and collaborate with a wide range of individuals. Leaders must be able to connect and interact with these many groups and individuals in order to execute their jobs successfully. The supervisor-supervisee connection is particularly crucial, because leaders can only grow their reports via strong rapport and frequent interaction.

Leaders must be able to create relationships between team members in addition to creating 1:1 connections. Leaders bring their teams together around a same vision and set of goals, and they keep those relationships strong by encouraging open communication and mutual respect. Leaders must know how to create and sustain group bonds in order to achieve peace and collaboration.

3. Problem Solving

One of the most important leadership talents is problem solving. Leaders spend a lot of time putting out fires and resolving problems for their clients, their organisation, and their team. Leaders are the ones that colleagues turn to for guidance and assistance, and they frequently have the last word on how things should be done.

These people must be able to think beyond the box, envision innovative solutions, foresee outcomes, and test hypotheses in low-risk situations. This character trait distinguishes leaders from the rest of the workforce. Leaders come to coworkers’ help, brainstorm, and try to come up with solutions to problems and better methods of doing things, even if they don’t have a formal title.

These folks must also be able to address difficulties in a group context, as modern employment entails teamwork. More input means a wider range of ideas, and a leader must be able to select the finest from among them. Instead of instantly resolving every issue that emerges, leaders should learn how to assist their teams through the problem-solving process. This strategy assists teams in becoming more proficient and self-sufficient.

4. Decision Making

Many choices are made by leaders. These individuals frequently have the last word on difficult decisions, and they frequently must pick a course based on faulty or partial information. These decisions usually entail huge sums of money or have an impact on operations or workers.

Great leaders are self-assured and capable of making swift, good judgments. These executives understand when to wait for additional information, how to gain more knowledge, and how to weigh options and choose the best solution.

Great decision-makers can anticipate outcomes and problems, as well as plan for the best and worst-case situations. These leaders can also explain and defend their decisions to higher-ups, their own teams, and other departments, and they know how to persuade people to join the plan.

5. Persuasion

The distinction between managers and leaders is persuasion. Managers get people to do what they’re told, but leaders get people to believe in and buy into a vision. It’s critical for leaders to be able to communicate the significance of a mission. Getting colleagues to join a cause requires persuasion. Great leaders can communicate the importance of the purpose and inspire team members to believe in themselves and in leadership. Passion is sparked through persuasion. The best leaders not only persuade their team members to work together, but also inspire them to do so. When these individuals gain the trust of their coworkers, they are less likely to second-guess their actions and are more likely to act on instinct. These people can gain trust by demonstrating to their coworkers that the strategy is in their best interests.

Persuasion is a particularly valuable ability for aspiring leaders. Because these professionals lack a track record of accomplishment and experience to back up their claims, they must persuade their employers and subordinates to trust in them and take a risk on them.

Leaders must get the support of stakeholders, and they must know how to convince various parties and adjust their approach to match the scenario and individual.

6. Coaching

One of the most notable attributes of strong leaders is their capacity and willingness to boost people up. Less experienced managers frequently make the error of jumping in to handle their supervisees’ issues rather than educating them, or of focusing solely on their own performance and KPIs rather than empowering others. Great leaders understand that they owe it to everyone around them to help them become the best version of themselves. These people have a natural talent for guiding and assisting others in realising their full potential. Such leaders know how to bring their teams to a solution without directly providing the answer, to elicit thought, to offer encouragement, and to motivate them. These behaviours begin long before these individuals become managers, as they consistently promote and assist their colleagues.

7. Compromise

Most people consider leaders to be at the top of the line of command. In actuality, leaders are more in the centre than at the top. There is no such thing as total authority or control in a leader. Even presidents and CEOs are influenced by external influences such as investors and board members, market and global conditions, the industry as a whole, and the general publicLeaders are regularly put in circumstances where they must broker deals between parties and identify the best interests of all parties involved. Mastering the art of compromise is a vital managerial skill.

Leaders must be able to delegate between opposing interests and resolve disagreements in a way that benefits all parties concerned. These leaders learn how to articulate arguments, regulate debates, create solutions, and reach consensus across parties. Finding a perfect solution is unusual, and competent compromisers know how to create a happy medium. These people understand when to bargain harder and when to settle, as well as how to develop solutions that benefit all parties involved.

8. Time Management

A leader’s time is valuable, and his or her to-do list might seem never-ending. Professionals in charge of big projects, activities, or teams must have a strong understanding of time management. These people know how to plan their days, estimate tasks, keep meetings on track, meet deadlines, and keep their schedule from getting out of hand. Professionals are able to restrict the amount of time they spend on assignments and have a sense of urgency that aids in prioritisation.

Great leaders are also aware of how their team spends their time. These managers ensure that team members are productive throughout their working hours and offer modifications or ideas to enhance procedures and systems.

9. Presentation Skills

The average executive spends 23 hours per week in meetings, according to The Harvard Business Review. Leaders are frequently in charge of those sessions, or at the absolute least, present reports and updates for a portion of the call. Leaders are frequently required to speak in front of groups and must have excellent presenting abilities. The ability to organise and manage meetings, as well as public speaking abilities and familiarity with tools and equipment, are among these talents. Not to add improv abilities and the capacity to remain calm when confronted with unexpected queries or technical challenges.

In addition to holding the audience’s attention, good presenters must be able to condense enormous volumes of material into the most crucial elements. The presenter may also serve as a moderator for the audience’s conversation. Great leaders are masters of presentation, which needs a combination of salesmanship and showmanship to keep audiences captivated.

10. Learning

Leaders, despite their aura of authority, do not have all the answers. Leaders, more than anybody else, must continue to learn. The world evolves quickly, and new knowledge emerges on a regular basis. Leaders must keep current on circumstances and developments in order to make educated judgments. Leaders are also sources of knowledge and advice for their subordinates, and acquiring a new skill or subject provides fresh information and abilities to the entire team. The most effective leaders are voracious readers, lifelong learners, and regular attendees at trainings, conferences, and educational events.

The most effective leaders are keen students who can rapidly take up new skills and information.

The Impact of Facebook’s Metaverse on your Life

Twenty-five years ago, the internet was still a curiosity, accessible only through a sluggish dial-up modem that tied up your landline phone. Facebook was still a private tech startup on the eve of an IPO 15 years ago, and it was still a private tech startup on the verge of an IPO 10 years ago.

With three of the most popular social media programmes — Facebook, Instagram, and WhatsApp — used by billions of people, Facebook has become one of the world’s most valuable firms, as well as one of the most contentious and socially disruptive organisations.

Facebook has a new moniker: Meta, as well as a new focus: the metaverse. What is the metaverse, exactly? Will it be as essential as the internet and social media in ten years? Is that a good thing, and if so, why?

What is Metaverse?

The metaverse is a virtual world that allows you to replace or supplement reality with electronic simulations that are as realistic as possible. According to The Associated Press, “it’s essentially a world of infinite, linked virtual communities where people can meet, work, and play using virtual reality headsets, augmented reality glasses, smartphone applications, or other devices.” They can go shopping as well.

The metaverse is described as “the next evolution of social interaction,” 3D environments where people may “socialise, study, cooperate, and play in ways that go beyond what we can envision,” according to Meta. In his two-hour presentation to introduce the Meta makeover and Facebook’s new emphasis, which CNET has shortened to ten minutes, CEO Mark Zuckerberg gave out some instances.

Was the metaverse created by Facebook?

No, the name comes from Neal Stephenson’s science fiction masterpiece Snow Crash from 1992, although the concept is considerably older. Amherst professor Ethan Zuckerman, who built his own kludgy metaverse in 1995, argues in The Atlantic that Stephenson’s “conception of the metaverse owes a lot to Vernor Vinge’s 1981 True Names and a series of William Gibson books from the ’80s.” “Both of those authors owed a debt to Morton Heilig’s 1962 Sensorama machine, and so on, all the way back to Plato’s cave wall shadows.

The first virtual reality (VR) headset was developed at MIT in 1968, and the technology evolved in stops and starts until Oculus achieved a major breakthrough in 2011. All of the main tech corporations are now engaged, including Google, Microsoft, and Apple, as well as major gaming platforms. The market for metaverse hardware and software is estimated to be worth $1 trillion by Wall Street.

When did Facebook get involved?

In 2014, Facebook paid $2 billion for Oculus. Zuckerberg projected at the time that Facebook will evolve into a metaverse corporation where people would be able to share “not just moments with their friends online, but complete events and adventures.”

In the metaverse, what will we do?

Meta is now concentrating on building virtual office spaces where individuals who work from home can congregate as though in person, as well as virtual houses where people may create and host actual friends for metaverse games, according to Zuckerberg. You’ll be able to go to concerts, travel to far-flung cities and natural marvels, and, of course, shop for virtual clothing and things in our virtual worlds. In theory, once technology is advanced enough, the possibilities are only limited by our imaginations.

“It’ll make our environment seem like Harry Potter,” says Louis Rosenberg, the CEO of Unanimous AI and a seasoned augmented reality (AR) developer. Magic is entertaining, but, like the Wizarding World, it has a sinister side.