Controlar la ansiedad nunca ha sido una tarea sencilla. Estas 7 técnicas para calmar los nervios, el estrés, el miedo y la obsesión te ayudarán a vencer a la ansiedad definitivamente en cualquiera de sus formas (trastorno de ansiedad generalizada, trastorno de pánico, fobia específica, fobia social o agorafobia). A continuación, mi intención es explicar de manera fácil y sencilla algunas técnicas sumamente efectivas para prevenirla y controlarla: optimización biológica, distracciones, autoinstrucciones, respiración diafragmática lenta, relajación, imaginación positiva y exposición progresiva. Para ello, me basaré en el prestigioso manual de Elia Roca: “Cómo superar el pánico, con o sin agorafobia”, donde dicha psicóloga expone claramente una metodología excelente y, sobre todo, aplicable desde el minuto cero. ¿Estás preparado para vivir en la templanza y serenidad?
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La ansiedad es, según el APA (American Psychological Association), una emoción caracterizada por sentimientos de tensión, pensamientos de preocupación y alteraciones físicas como el incremento de la presión sanguínea, la aceleración del ritmo cardíaco, mareos, temblores, sudor frío o presión en el pecho. Esta es la segunda parte de la realización audiovisual en la que trato el tema de la ansiedad. En la primera, tocamos puntos tan fundamentales como la definición, las causas, los tipos y los síntomas vinculados a cada tipo, así como las tres emociones fundamentales asociadas al trastorno.
Sentir ansiedad ocasionalmente es una parte normal de la vida. Sin ella, ni siquiera podrías levantarte de la cama, completar tus objetivos o protegerte de ciertos estímulos peligrosos del entorno. Sin embargo, existen personas cuyos altos niveles de miedo, estrés y obsesión
provocan el desarrollo de un trastorno médico. Y es entonces cuando los problemas tienen lugar: comienzan a mostrar preocupaciones y temores intensos, excesivos y persistentes sobre situaciones diarias. Además, dentro del cuadro clínico de algunos tipos particulares de ansiedad, se dan episodios de inmenso terror y agobio que pueden provocar en el sujeto
la convicción de que se va a morir, volverse loco y/o perder el control. Estos sentimientos de estrés y pánico interfieren con las actividades cotidianas, son complicados de controlar, son desproporcionados en comparación con la amenaza real y pueden persistir a lo largo del tiempo. ¿Existe alguna solución pragmática ante tal situación?
Life Coaching vs Therapy: What’s the difference? In this video, we’re making crystal clear what a life coach does and what’s the difference between life coaching and therapy. If you’re wondering how to be a life coach, sign up for our free masterclass: http://go.evercoach.com/8F1e7V2g
00:47 – Who hires a life coach?;
01:52 – How life coaches create outcomes;
02:20 – Are life coaching and therapy the same thing?;
03:40 – Example of a life coaching session;
05:23 – The key difference between a life coach vs therapist;
07:11 – What do life coaches do?
Discover how to use The Wheel of Life coaching tool in your coaching sessions in this step-by-step video: https://youtu.be/AoeUm-B5utE
What were your key takeaways from this video? Share your thoughts and insights with us in the comment section below!
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Companies tend to cut marketing in a recession. But firms that maintain their marketing spend while reallocating it to suit the context – be it in product developing, advertising and communication, or pricing – typically fare better than firms that cut their marketing investment.
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Most companies reduce spending in recessions, especially on marketing items that may be easier to cut (certainly relative to payroll). Right now, advertising agencies are struggling to stay afloat, and Google and Facebook are reporting substantially lower ad revenues as marketing spending dives with the business cycle (cyclical marketing). But that is today’s equivalent of bleeding – an old-fashioned but once widespread treatment that actually reduces the patient’s ability to fight disease.
Companies that have bounced back most strongly from previous recessions usually did not cut their marketing spend, and in many cases actually increased it. But they did change what they were spending their marketing budget on and when to reflect the new context in which they operated. Let’s begin by taking a look at the various categories of marketing costs.
R&D and new product launches
New product launches are risky even in boom times, and there is always considerable debate within any firm about which of the many new products under development should actually go to market. In this context, axing new product development projects in a recession looks like a no-brainer.
But research in contexts as different as U.K. fast-moving consumer goods and U.S. automobile markets shows that products launched during a recession have both higher long-term survival chances and higher sales revenues. That’s partly because there are fewer new products to compete with, but it also comes from the fact that companies maintaining R&D have focused the investment on their best prospects — which may explain why products introduced during recessions have been shown to be of higher quality.
Timing, of course, is important: Our research shows that the best period to launch a new product is just after a recession’s mid-point. This is when consumers start to think about non-necessities, even expensive products they don’t want to buy yet (such as cars). A new and innovative product engenders hope that the economy is on the mend, and that the consumer may soon be able to afford it.
Even if they don’t have new products ready to bring to market at the right time, smart firms continue to invest in R&D during recessions, which has been shown to have a stronger impact over long-term performance than other categories of marketing spend, such as advertising and price promotion. This is because maintaining R&D means that companies emerge from the recession with a relatively stronger pipeline, particularly in cyclical industries such as automobiles, cement, and steel.
Prices and promotions
Faced with declining sales volume, managers are tempted to increase prices in the hope of maintaining revenues and margins. It’s not hard to see why this is a bad idea: As recessions make consumers more price sensitive, any increase in price will further reduce the likelihood of making a sale, which is why firms that have raised prices soon turn to price promotions to reverse the effect. But the research shows that this see-sawing on price backfires: Firms that engage in it lose more market share than those that don’t.
During recessions, when most firms are cutting back on their brand advertising, a firm’s share of voice increases if it can maintain or increase its advertising budget. Take the case of Reckitt Benckiser: In the recession following the 2008 financial crash, the company launched a marketing campaign aimed at persuading its consumers to continue purchasing its more expensive and better performing brands, despite the harsh economic climate. Increasing its advertising outlays by 25% in the face of reduced marketing by competitors, Reckitt Benckiser actually grew revenues by 8% and profits by 14%, when most of its rivals were reporting profit declines of 10% or more. They viewed advertising as an investment rather than an expense.
The content of advertising during recessions must reflect the challenges that consumers are encountering. Consumers in a downturn want to see brands show solidarity. Successful brand advertising during a recession not only injects humor and emotion, but also answers for consumers the question: How can we help?
Take the case of Coca-Cola. In 2020, the company used its advertising budget to showcase the work of frontline workers, creating mini stories about unsung heroes. The Coca Cola brand features subtly in the background of these messages, reminding consumers that Coca Cola always has been, and always will be there for you, in good times and bad.
A similar tactic allowed Singapore Airlines to demonstrate how its grounded crew was redeployed to helping the community deal with the outbreak. Cabin crew used their skills as care ambassadors. Some helped nurses by taking patients’ vital signs, noting meal orders and serving them. Others worked at transport hubs assisting with crowd control and ensuring compliance with safe distancing guidelines.
Tailoring the response to the context
We all know that a company’s existing branding and size are major factors in how well placed it is to weather and even benefit from a recession. Strong brands are often better able to maintain prices in a recession. At the same time, large companies and smart negotiators can often get price concessions from suppliers in a recession. But how a company’s positioning and capability play out — and what needs to change — will depend on the dynamics of the industry and country in question, which means that companies operating in multiple markets need to choose different strategies for different parts of the business.
Take the case of a one large Russian conglomerate that we advised during and after the 2008 global financial crisis. It operates in six countries and six industries, ranging from mainstream apparel to specialized banking. For its mainstream apparel brand in Russia, the company maintained its advertising budget, while other (mostly foreign) brands simply cut the quantity of messaging and did little to change the content of what they did release. This worked out well for the company because its existing positioning as a local, value-for-money brand appealed to consumers at a time when spending on foreign luxuries felt and looked bad. As the recession receded, many new customers, who had switched from more expensive foreign clothing, stayed with the local brand.
The conglomerate applied a very different approach to its banking operation in Romania. Unlike most of its competitors, our client expected a deep recession and a slow recovery. In this scenario the prospects for getting in new business were poor, and so the company slashed its previously large retail advertising budget and closed a large number of retail branches. This freed up resources so that it could better support existing customers. All customer acquisition efforts, meanwhile, were focused on high net-worth individuals. Its focus on helping existing customers and its careful targeting of new customers helped the bank to grow in the post-recession recovery period.
Marketing in a recession will never be easy, largely because it often involves going against instincts and standard operating norms. Customers’ behavior undergoes profound changes – reflecting changes in their circumstances and needs, which may even be traumatic. In this environment you must accompany your customers on their new, different journey, shifting your message and even re-engineering your value proposition. This is a time not to stop spending money but a time to change how you spend it. It is also an opportunity, because firms who are willing to be what customers need in a recession get to keep many of the new customers they get — and cement the loyalty of those they already had.
The topic of finance can be intimidating, but it doesn’t have to be if you have the right resources. Whether it is the best book for finance from a Wall Street tycoon, a Harvard Business School grad, your local community college, or a trusted website, there are many resources.
The key is to use each resource, whether it is an author or website, one at a time until you fully understand the concept they are teaching. If you do your research and you find the right resource what you learn from them can give you the best business fundamentals as you start your entrepreneurial journey. Our financial management section covers your journey from the first business plan to retirement. Take a look at all the free information on the financial management section.
Understanding the fundamentals of finance early will serve you well in the long term. This is true in your personal and business life. From revenues and expenses to how to handle cash, inventory, payroll, or venture capital, they are all key for a good foundation. Read small business finance basics and small business finance tips on how to control your finances.
As a small business owner or an entrepreneur in general, you have to learn how to use your financial statement to manage your enterprise. When you know what each statement and number means, you will know how to run your business with confidence. You can find why it is important to understand your financial statements and follow up on how to create a financial business plan.
Managing your accounts manually is inefficient all around. It will cost you more time and money, resources you could put to better use. With the right accounting software, you can manage your invoices and payroll simply and efficiently. You can find the best free accounting software and if you are looking to purchase one, the top paid best accounting software for small business.
The Bottom Line
The best finance book is worth its weight in gold. It can change your life, it can pay for itself a thousand times over as it helps you avoid mistakes and take you to a path of profitability. It offers advice and anecdotal evidence that explains the success of captains of industries.
These business finance books provide much-needed insights by offering context around different business decisions and actions. In turn, the books will help open up your mind into the world of business to break down concepts that previously might be foreign to you. It is important to note there is no one way or one book or author who will cover everything. The best finance books are those that explain concepts clearly so you can understand and apply them.
Many cities in the country complain about the lack of entrepreneurial activity in their community. They express disappointment that they are not more like entrepreneurial hubs in San Francisco, Austin or Boston.
He has been a leader in the startup community since he became an entrepreneur in 1987 and then subsequently an early stage investor. Brad is also a co-founder of Techstars.
Brad Feld Interview on Entrepreneurial Cities
Brad just released the new edition of his classic “Startup Communities: Building an Entrepreneurial Ecosystem in Your City”. This book outlines Brad’s now-famous “Boulder Thesis” about how his hometown of Boulder, Colorado quickly accelerated into a world-class ecosystem for entrepreneurs. It shaped a framework for building communities of entrepreneurs who feed off each other’s talent, creativity, and support.
Brad believes that business is based on two principles.
First, every city needs a startup community for the economic health of that region.
Second, we should choose where we want to live and then build our life around that place.
Brad insists that the leaders of the start up the community must be entrepreneurs who are committed one place. They have to practice as former Governor John Hickenlooper’s says “topophilia” or love of place.
To be one of these leaders, Brad thinks that you don’t have to be overly successfully or had a large exit; you just need to be committed to your community. He adds that “no one appoints these leaders – it’s a network not a hierarchy. It’s just a bunch of people committing to interacting with each other” for the good of the city.
According to Brad, the disruption from COVID- 19 brings a fantastic opportunity for starting companies.
Entrepreneurs have always been comfortable with doing many experiments in their businesses that mostly fail. He emphasizes that “you don’t have to have it right or completely flushed out; you just want to evolve the idea rapidly”.
Brad is not worried about the lack of capital currently available. “There has always been an environment of not enough; not enough money, capital, investors but still entrepreneurs and companies succeed,” he says.