Listado de la etiqueta: power

World Diabetes Day — A Global Call for Awareness and Prevention

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World Diabetes Day: History and Global Impact

World Diabetes Day is observed every year on November 14th, commemorating the birthday of Sir Frederick Banting, who co-discovered insulin in 1921 along with Charles Best. The International Diabetes Federation (IDF) and the World Health Organization (WHO) established this day in 1991 in response to the growing concern over the global rise of diabetes. It became an official United Nations Day in 2006, emphasizing diabetes as not only a health issue but a social, economic, and developmental challenge (WHO, 2024).

Understanding Diabetes and Its Global Reach

Diabetes mellitus is a chronic disease characterized by elevated blood glucose levels resulting from defects in insulin production or its utilization. According to the World Health Organization (2024), over 540 million adults worldwide are living with diabetes, and this number is expected to rise to 783 million by 2045 if no effective preventive measures are taken.

Diabetes in Mexico and the United States

In Mexico, diabetes is one of the leading causes of death. The National Institute of Public Health (INSP, 2023) reported that around 14 million adults live with diabetes, representing nearly 14% of the adult population. Moreover, nearly half of them are unaware of their condition, increasing the risk of complications such as kidney failure, vision loss, and cardiovascular disease.

In the United States, the Centers for Disease Control and Prevention (CDC, 2024) estimates that 38.4 million people, or 11.6% of the U.S. population, have diabetes, with an additional 97 million adults in a prediabetic state. The financial impact is also alarming, with $413 billion spent annually on direct medical costs and lost productivity (ADA, 2024).

Raising Awareness and Promoting Prevention

World Diabetes Day serves as a reminder of the importance of early diagnosis, healthy lifestyle choices, and regular screenings. Campaigns around the world encourage physical activity, balanced nutrition, and education about risk factors such as obesity, poor diet, and sedentary behavior.

However, diabetes prevention and management require more than individual effort—it demands public health policies, community support, and financial preparedness.

Financial Planning and Life Insurance: Protecting Health and Future

Chronic diseases like diabetes not only affect physical well-being but also have significant financial consequences. Medical expenses, long-term treatments, and work absences can severely impact family stability. Therefore, life and health insurance are essential tools for protection.

Having an insurance plan ensures access to timely medical attention, coverage for expensive treatments, and financial security for loved ones in case of unforeseen complications. Integrating financial planning with health awareness allows individuals to live with greater peace of mind, focusing on prevention and quality of life instead of fear and uncertainty.

References

  • American Diabetes Association (ADA). (2024). Statistics about diabetes. Retrieved from https://www.diabetes.org

  • Centers for Disease Control and Prevention (CDC). (2024). National Diabetes Statistics Report. U.S. Department of Health and Human Services.

  • International Diabetes Federation (IDF). (2024). IDF Diabetes Atlas (11th ed.). Retrieved from https://idf.org

  • Instituto Nacional de Salud Pública (INSP). (2023). Encuesta Nacional de Salud y Nutrición (ENSANUT). Gobierno de México.

  • World Health Organization (WHO). (2024). Global report on diabetes. Retrieved from https://www.who.int

World Diabetes Day: Protecting Health and Future

The Power of Assertive Behavior: A Key to Conscious Leadership

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In leadership and business, relationships are everything. Yet many professionals still struggle to find the right balance between speaking up and staying respectful. This is where assertiveness becomes a true leadership skill. Assertiveness is the ability to communicate with honesty, confidence, and empathy — creating relationships where there are no winners or losers, only mutual growth and respect.

Stephen Covey (1989), in his well-known model of The 7 Habits of Highly Effective People, described this as a “win-win” mindset — the idea that genuine success in human relationships only happens when both parties benefit. In that sense, assertiveness is not about dominance or submission; it is about emotional intelligence in action. It starts with deep self-respect — honoring one’s body, identity, and values — and extends naturally into respect for others.

Assertive Behavior

Assertive behavior is the direct expression of one’s feelings, desires, rights, and opinions without threatening, punishing, or violating the rights of others. It represents a balance between honesty and respect — toward oneself and toward others.

An assertive individual communicates clearly, expresses their needs without guilt, and takes responsibility for the impact of their words and actions. They understand that emotional maturity involves both standing firm and listening deeply. In the business world, assertiveness builds credibility, fosters trust, and prevents unnecessary conflict. It allows leaders to make decisions with clarity and integrity while maintaining relationships built on mutual respect.

Passive Behavior

Passive behavior occurs when individuals fail to express their feelings, thoughts, or opinions openly — or when they express them in a self-defeating way, often accompanied by apologies or insecurity. In essence, passive behavior violates one’s own rights.

People who act passively often do so to keep the peace or avoid confrontation at all costs. However, this avoidance typically leads to internal frustration and external misunderstandings. Their needs remain unmet, and their voice fades over time. The result is often resentment, fatigue, or even sudden emotional outbursts after long periods of silence.

In leadership, passivity can be devastating. A passive leader is often perceived as indecisive, lacking conviction, or unwilling to take a stand. Over time, this erodes both authority and trust. Furthermore, colleagues may feel frustrated by having to interpret what the passive individual “really means,” leading to tension and inefficiency within the team.

Aggressive Behavior

Aggressive behavior, on the other hand, represents the opposite extreme. It involves defending one’s rights or expressing one’s thoughts and emotions in a way that infringes upon the rights of others. Aggression can be direct — through insults, threats, or humiliation — or indirect, such as sarcasm, gossip, or manipulative behavior.

Nonverbal aggression can manifest through hostile gestures, intimidating looks, or even physical confrontation. In any form, the goal of aggression is control — to dominate others by making them weaker or less capable of defending their own rights and needs.

While aggressive individuals might experience short-term satisfaction or a sense of power, the long-term consequences are always negative. Aggression destroys trust, breeds resentment, and isolates the aggressor. No sustainable leadership can be built on fear or humiliation. Ethical leadership requires confidence, not coercion.

Assertiveness as the Balance of Emotional Intelligence

In the world of entrepreneurship and leadership, assertiveness stands as the bridge between empathy and strength. It empowers leaders to express their vision clearly, to make firm decisions, and to maintain open, respectful dialogue even in moments of tension.

True assertiveness is not about having control — it’s about having clarity. It’s the courage to speak your truth with kindness and to listen without fear. It’s knowing when to push forward and when to step back, always guided by integrity.

Unfortunately, many people confuse assertiveness with passivity. They believe being assertive means always saying “yes,” avoiding confrontation, or tolerating manipulation for the sake of harmony. But that’s not assertiveness — that’s comfort disguised as prudence. Timid leaders seek comfort; assertive leaders seek growth — even when growth demands discomfort.

Final Reflection

Assertiveness is not a personality trait; it’s a conscious choice — a habit of respect and responsibility. In business and in life, it is the foundation of authentic influence. Leaders who master assertiveness don’t need to raise their voice to be heard; their calm confidence commands attention.

 

As Covey (1989) might remind us, “Only those who truly respect themselves can create relationships where everyone wins.”

References 

  • Covey, S. R. (1989). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York, NY: Simon & Schuster.

  • Alberti, R. E., & Emmons, M. L. (2017). Your Perfect Right: Assertiveness and Equality in Your Life and Relationships (10th ed.). New Harbinger Publications.

  • Ellis, A., & Harper, R. A. (1975). A New Guide to Rational Living. Hollywood, CA: Wilshire Book Company

The Power of Assertiveness The Key to Conscious Leadership

The Power of Now for Entrepreneurs and Startups: How the Present Drives Your Business and Your Life

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Introduction

In the business world, especially within the fast-paced startup ecosystem, speed and pressure are the norm. Founders are constantly projecting themselves into the future: the next product launch, the next funding round, the next strategic client. At the same time, many carry the weight of the past: a failed pitch, a rushed decision, or a partnership that didn’t work out.

This constant oscillation between what has already happened and what has not yet arrived often leaves little room for the most important dimension of all: the present.

The present is where real decisions take place, where action happens, and where ideas materialize. For that reason, applying the philosophy of The Power of Now by Eckhart Tolle is not only a path toward personal well-being but also a strategic tool for entrepreneurs and startups aiming to build sustainable and innovative businesses.

This article explores how living in the now can positively impact entrepreneurship, offering practical guidance to help founders reduce mental noise, strengthen decision-making, and lead their ventures with greater clarity.

The Entrepreneurial Mind: Friend and Foe

The first obstacle to the present is the mind itself. For entrepreneurs, the mind works like a relentless machine of ideas, scenarios, and possibilities. This is useful in the creative phase, but it becomes a burden when excessive thinking leads to anxiety, distraction, and burnout.

An entrepreneur might be sitting in a team meeting but mentally worrying about next week’s investor presentation. Or while working on the business model, they relive past failures and freeze in fear of repeating them. This noise prevents them from noticing the opportunities right in front of them.

Adopting the Power of Now means realizing that you are not your mind and learning to observe your thoughts instead of being consumed by them. This separation allows something critical for business: strategic clarity.

The Duality of the Entrepreneur: The Public “Self” vs. the Real “Self”

Every founder manages two sides: the one they show to the world—confident, optimistic, visionary—and the one they live privately—tired, insecure, full of doubts. Recognizing this duality is essential because many business decisions are made to protect the external image rather than serve the company’s actual needs.

For example, clinging to a product that doesn’t work just to preserve pride is a trap of the ego. By contrast, a founder who connects with their authentic self can acknowledge mistakes, pivot when necessary, and redirect resources to what truly creates value. This internal honesty translates into authentic leadership and stronger trust from others.

The Present as an Antidote to Startup Chaos

Uncertainty is the rule in the startup ecosystem. There are no guaranteed results, which creates a constant mental storm: Will funding be enough? Will a competitor move faster? What if scaling fails?

Practicing presence means letting go of hypothetical future scenarios and focusing on what can be solved today. If you are in a client meeting, the best thing you can do is truly listen in that moment—not drift into what objections they might raise later.

This mindset reduces stress and improves productivity because energy is focused on actionable steps today rather than dissipated into endless “what ifs.”

Emotions and Business: Detaching from Fear and Anxiety

Entrepreneurs face intense emotions: excitement, frustration, fear, hope. When these emotions dominate decision-making, mistakes multiply.

For instance, fear of losing a deal can push a founder to accept unfair terms. Anxiety about being “the first” can lead to launching prematurely.

Practicing presence allows you to notice emotions without letting them control your actions. If an investor rejects your pitch, instead of drowning in frustration, you can analyze what you learned and apply it to the next opportunity.

Fear and Ego on the Entrepreneurial Journey

The most common fear in entrepreneurship is not financial failure—it is the blow to the ego: being perceived as someone who didn’t make it.

When you understand that the ego is not your true self but a mental construct, failures stop being personal attacks and become valuable lessons. The present reminds you that every mistake only happens in a specific moment and does not define your entire trajectory.

Learning from the Past Without Living in It

Entrepreneurs often say things like “I tried that, and it didn’t work” or “I failed with something similar before.” The danger is allowing the past to dictate today’s choices.

The past offers lessons and perspective, but the present is the only place where execution happens. Every iteration, test, and meeting is a fresh opportunity, not a replay of past failures.

Conscious Decision-Making and Accountability

The Power of Now emphasizes that every problem leaves you with two choices: accept it or resolve it. What is useless is resisting it mentally and turning it into drama.

If a co-founder consistently underperforms, you can either accept it (and adapt) or address it directly through clear conversations, new agreements, or even separation. Pretending the problem doesn’t exist only drains energy.

Conscious decisions do not guarantee perfect outcomes, but they provide peace of mind because they are aligned with present realities rather than imagined futures.

Relationships and Teams: Love, Pressure, and the Present

Startups are not just ventures; they are networks of relationships. Founders, co-founders, employees, investors, and clients create an emotional web. Excessive attachment or unrealistic expectations often damage those bonds.

Living in the present helps you value what exists now without pressuring others to meet future projections. A co-founder may not be “perfect” in every aspect, but they can still be appreciated for what they contribute in the moment.

This approach fosters healthier, longer-lasting relationships both inside and outside the business.

Living with Purpose in Business

Many entrepreneurs confuse purpose with goals. A goal might be to raise a funding round, but purpose is the deeper reason driving your business. Living in the present means remembering that purpose in each action, instead of getting lost chasing only results.

When you work from purpose, even small tasks become part of something meaningful. And when purpose is alive in the present, your business becomes more sustainable and attractive to both clients and collaborators.

Practical Tools to Apply the Power of Now in Your Startup

  1. Conscious breathing: Before any important meeting, take one minute to breathe deeply and focus on the moment.
  2. Pause rituals: Schedule short screen-free pauses to check in with yourself and regain clarity.
  3. Present meetings: Instead of obsessively planning for all future scenarios, focus on what can be resolved today.
  4. Short meditation: Just five minutes a day can help you detach your thoughts from your identity.
  5. Present journal: At the end of the day, write down three moments when you were fully present and what you learned from them.

Conclusion

For entrepreneurs and startup founders, The Power of Now is more than a philosophical concept—it is a business strategy. By living in the present, you reduce the weight of the past and the anxiety of the future, make clearer decisions, lead with authenticity, and truly enjoy the entrepreneurial journey.

Success does not come only from what you will achieve tomorrow but from what you can consciously do today. That is the real power of now in business: turning every moment into a solid step toward the vision you want to create.

References

Tolle, E. (2004). The Power of Now: A Guide to Spiritual Enlightenment. Novato, CA: New World Library.

Covey, S. R. (2020). The 7 Habits of Highly Effective People. New York, NY: Free Press.

Goleman, D. (2013). Focus: The Hidden Driver of Excellence. New York, NY: HarperCollins.

Sinek, S. (2011). Start with Why: How Great Leaders Inspire Everyone to Take Action. New York, NY: Portfolio.

Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. New York, NY: Random House.

Ready to transform your life Discover the power of the present

Business Information Systems: A Strategic Advantage for Entrepreneurs

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In today’s competitive environment, entrepreneurs must make fast and accurate decisions to differentiate and grow. This is where information systems become critical tools, turning raw data into valuable insights that support both daily operations and long-term strategies.

What are information systems?

An information system is a structured process that collects, processes, and distributes information to support decision-making within organizations (Gómez Vietes & Suárez Rey, 2007). In simple terms, it transforms data into actionable knowledge that allows entrepreneurs to identify risks, opportunities, and improvement areas.

Types of information systems and their value

Information systems operate at different organizational levels (Proaño, Orellana, & Martillo, 2018):

  • Operational level (TPS): manage daily transactions such as sales, payments, or inventory.
  • Knowledge level (KWS and Office Systems): support professionals who create and manage information, fostering productivity and innovation.
  • Management level (MIS and DSS): provide reports and decision-support tools for managers, helping them analyze alternatives and scenarios.
  • Strategic level (ESS): used by executives for non-routine, complex decision-making.

Additionally, specialized systems offer unique benefits for entrepreneurs:

  • ERP (Enterprise Resource Planning): integrates finance, operations, logistics, and inventory into one system.
  • CRM (Customer Relationship Management): strengthens customer relationships, attracting and retaining valuable clients.
  • SCM (Supply Chain Management): optimizes supply chains, improving efficiency and reducing costs.
  • GIS (Geographic Information Systems): analyze location-based data for strategic decision-making, such as logistics or marketing.

Applications for entrepreneurs

Information systems not only improve efficiency, they also enable growth and innovation. Their value depends on how they are embedded into the company’s culture and how strategically they are used (Stair & Reynolds, 2010).

For entrepreneurs, these systems mean:

  • Better control over operations.
  • Reliable information for faster decision-making.
  • Greater agility to respond to market changes.
  • Competitive advantages in cost efficiency, service, and differentiation.

The internet and ICT (Information and Communication Technologies) have accelerated this transformation, making information systems indispensable for businesses aiming to compete globally.

Conclusion for entrepreneurs

Running a business without information systems is like navigating without a compass: you may move forward, but with a high risk of losing direction. Accurate and timely information is the most valuable resource for making strategic decisions, identifying opportunities, and adapting to market changes.

If you are starting your business, begin with simple solutions—like a CRM or inventory management software—and expand to more comprehensive systems as your business grows. Remember: competitive advantage does not come from having data alone, but from interpreting and using it to create value.

Entrepreneurs who integrate information systems into their strategy not only manage their businesses more effectively but also build a strong foundation to scale, innovate, and sustain long-term success.

References

Gómez Vietes, A., & Suárez Rey, C. (2007). Los sistemas y tecnologías de la información en la empresa. México D.F.: Alfaomega.

Lapiedra, R. A., Devece, C. C., & Guiral, J. H. (2011). Introducción a la gestión de sistemas de información de la empresa. España: Universitat Jaume.

Proaño, M., Orellana, S., & Martillo, I. (2018). Los sistemas de información y su importancia en la transformación digital de la empresa actual. Revista Espacios, 39(1).

Stair, R. M., & Reynolds, G. W. (2010). Principios de sistemas de información: un enfoque administrativo. México D.F.: Cengage Learning Editores S.A. de C.V.

Information Systems for Entrepreneurs

Differences between Plan, Program, Project, Activity, and Task

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What do we mean by “Project”?

A project refers to a set of specific, interrelated, and coordinated activities, carried out with the purpose of producing certain goods or services that meet people’s needs or solve problems. For example, a course for senior citizens or an educational initiative.

When the planned action is complex, it may require a program that includes several projects. On the other hand, a simple task may be developed through a single project.

What does it mean to design and develop a project?

There is no rigid standard, but rather a set of guidelines to help organize ideas, define objectives, establish courses of action, identify specific activities, and set evaluation criteria. The general principles to consider include:

  • Defining what is to be achieved.

  • Effectively implementing decisions using both human and non-human resources (e.g., materials, technology, etc.).

  • Following a course of action that leads to specific results or deliverables.

  • Establishing criteria that allow for systematic evaluation of the outcomes.

Differences between: Plan, Program, Project, Activity, and Task

Let’s break down each concept to understand how they differ yet relate to each other:

Plan

Example: Training and Development Plan

A plan involves high-level decisions that express key political or strategic guidelines, priorities derived from those decisions, and the allocation of resources aligned with such priorities. It outlines the action strategies and tools to achieve the proposed goals. A plan defines the desirable and probable course of national or sectoral development (economic, social, or cultural).

Plans generally include multiple programs and projects, and act as the overarching technical and political framework within which programs and projects are developed.

Program

Example: Supervision Program

A program refers to an organized, coherent, and integrated set of activities, services, or processes, usually expressed through multiple interrelated or coordinated projects. Programs translate plans into action by implementing targeted efforts to meet objectives within a specific timeframe.

A program consists of one or more projects of similar nature, grouped under a broader plan.

Project

Example: Park Reforestation Project

A project is the intent or plan to execute a specific work or initiative. It involves forecasting, organizing, and planning a series of activities that combine human, material, financial, and technical resources to achieve a specific goal or result.

These activities are interconnected and coordinated. Every project is designed to produce a defined output or result, within the constraints of time and budget.

Key Features of a Project:

  • Has a defined duration (unlike ongoing services).

  • Combines human, technical, financial, and material resources.

  • Aims to achieve a specific result based on well-defined objectives.

Activity

Example: Conducting a Requirements Survey for Plant Operations

An activity is a means of intervention, consisting of sequential and integrated actions that help achieve the specific goals and objectives of a project. It is the functional unit that connects a project’s strategy to its execution.

Task

Example: Preparing Necessary Equipment

A task is the most concrete and specific element. It operationalizes an activity into actionable steps. A set of tasks makes up an activity.

Summary with Examples

Concept Example
Plan Social Services Plan
Program Childhood and Family Program
Project Organizing a Summer Camp
Activity Planning a Field Trip
Task Packing clothes and shoes

Final Thoughts

 

Plans, programs, and projects are strategic and administrative tools commonly used by institutions, particularly those involved in research, education, and development. They serve as essential conditions for achieving scientific or social objectives, often from the perspective of institutional planning and execution.

References

  • Chiavenato, I. (2006). Administración de proyectos. McGraw-Hill Interamericana.

  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.

  • PMBOK® Guide. (2021). A Guide to the Project Management Body of Knowledge (7th ed.). Project Management Institute.

  • Zapico, E. (2001). Diseño y Evaluación de Proyectos Sociales. Editorial Trillas.

Differences between Plan, Program, Project, Activity, and Task

International Youth Day: Youth, Entrepreneurship, and a Future Built from Innovation

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Every year, on August 12th, the world celebrates International Youth Day, established by the United Nations General Assembly in 1999 through Resolution 54/120 I (United Nations, 1999). This is not merely a symbolic date. It is a critical opportunity to highlight the challenges young people face — and more importantly — to showcase the immense potential they hold as drivers of innovation, entrepreneurship, and sustainable development.

U.S. Youth: A Demographic with Untapped Power

According to the U.S. Census Bureau, there are more than 42 million young people aged 10 to 24 in the United States (U.S. Census Bureau, 2023), representing nearly 13% of the total population. This demographic is not only the most diverse in American history but also the most digitally native, globally connected, and socially conscious.

Yet, this generation faces mounting challenges. According to the Bureau of Labor Statistics, the unemployment rate for youth (16–24 years old) was 7.8% in July 2023, more than double the national average of 3.5% for all workers (BLS, 2023). Many young people are underemployed, juggling part-time jobs that do not match their skills, education, or aspirations.

Why Entrepreneurship Must Be a Youth Strategy

In this environment, entrepreneurship emerges as both a response and a solution. But let’s be clear: youth should not be forced into self-employment due to economic desperation. Instead, they should be empowered to create meaningful ventures through access to education, mentorship, capital, and policy support.

Young entrepreneurs across the U.S. are building innovative startups, launching social enterprises, and redefining the future of work. However, the path remains uneven. A report by the Kauffman Foundation highlights that only 7.4% of entrepreneurs in the U.S. are under 30 (Fairlie, 2022), despite their high potential and creative drive. The barriers? Lack of funding, business knowledge, networks, and institutional support.

Education, Equity, and Entrepreneurial Skills

In the United States, access to higher education remains a double-edged sword: while more than 60% of recent high school graduates enroll in college (NCES, 2023), student debt surpasses $1.7 trillion nationally. The traditional academic model often fails to prepare students with practical, entrepreneurial, and digital skills needed in today’s economy.

Entrepreneurial education — from high school classrooms to university incubators — is essential. But it must be equitable and inclusive, especially for youth from underserved communities. Closing the racial and economic gaps in access to entrepreneurship programs is key to building a stronger, more diverse economic future.

Mental Health: A Barrier and a Priority

As former UN Secretary-General Ban Ki-moon stated in 2014:
«We must begin to talk about mental health in the same way we talk about our overall health.» (United Nations, 2014).
Today, this message rings truer than ever. A 2023 survey from the CDC reveals that 42% of high school students report persistent feelings of sadness or hopelessness (CDC, 2023). Mental health is not just a youth issue — it’s an economic and entrepreneurial issue. Building a venture, navigating uncertainty, or advocating for change requires emotional resilience.

For youth entrepreneurs, mental wellness must be supported alongside financial literacy and business development. Community, mentorship, and institutional care play crucial roles in shaping confident, emotionally stable leaders.

Youth Are Not the Future — They Are the Present

As Irina Bokova, former Director-General of UNESCO, once said:
«Youth should be seen as drivers of change, not just beneficiaries or targets.» (UNESCO, 2015).
This shift in perspective is essential. Young people are not waiting for permission — they are already creating businesses, movements, technologies, and cultures that shape our lives.

Supporting youth entrepreneurship is not charity — it’s smart economics. It fosters innovation, reduces inequality, revitalizes communities, and builds resilience in the face of future crises.

Conclusion: Building a Secure and Innovative Future

On International Youth Day, let’s move beyond celebration toward collective action. The United States has the resources, institutions, and talent to become a global leader in youth-led innovation and entrepreneurship. But to do so, we must eliminate systemic barriers, provide access to capital, and integrate entrepreneurship into our educational systems.

Let’s not just imagine a better future for youth — let’s build it with them, and through them. Because when young people lead, the entire world moves forward.

References (APA Style)

Bureau of Labor Statistics. (2023). Employment and Unemployment Among Youth – July 2023. U.S. Department of Labor. https://www.bls.gov/news.release/youth.nr0.htm

Centers for Disease Control and Prevention (CDC). (2023). Youth Risk Behavior Survey Data Summary & Trends Report: 2011–2021. https://www.cdc.gov/healthyyouth/data/yrbs/index.htm

Fairlie, R. (2022). The State of Entrepreneurship in the United States. Kauffman Foundation. https://www.kauffman.org/

National Center for Education Statistics (NCES). (2023). Digest of Education Statistics. https://nces.ed.gov/

U.S. Census Bureau. (2023). QuickFacts: United States. https://www.census.gov/quickfacts/fact/table/US

United Nations (UN). (1999). Resolution 54/120 I: Policies and programmes involving youth. https://undocs.org/en/A/RES/54/120

United Nations. (2014). Secretary-General’s Message on International Youth Day 2014. https://www.un.org/en/observances/youth-day

UNESCO. (2015). Irina Bokova’s Speech on International Youth Day. https://www.unesco.org/en/articles/message-unesco-director-general-youth-day

International Youth Day

10 Steps to Build a Successful Project (Including Starting Your Own Business)

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Launching a business is, in essence, a project—a temporary endeavor aimed at delivering a unique result. Applying structured project management principles can significantly increase your chances of success. Here are the 10 essential steps to guide your journey, whether you’re launching a startup or managing an internal project.

1. Identify the business need

Every project starts with a reason. Ask yourself: What problem am I solving? What opportunity am I pursuing? This clarity sets the foundation for focus, team alignment, and funding.

2. Define a SMART goal

Your goal must be: Specific, Measurable, Achievable, Relevant, and Time-bound. Choose a project name that reflects its purpose and can be used for branding and internal alignment.

3. Describe the deliverable

What will you deliver at the end? Be it a product, service, or system, having a well-defined deliverable helps measure project success effectively.

4. Identify stakeholders and communication needs

Stakeholders include clients, investors, team members, and even the community. Define their roles, expectations, and how you’ll communicate with them throughout the project.

5. Define the project scope

Clarify what the project will and will not include. This prevents scope creep and keeps the delicate balance between Scope-Time-Cost.

6. Establish assumptions (premises)

These are the conditions we assume to be true during planning. For example, “the market research will validate demand” or “we will receive permits on time”.

7. Recognize constraints

Time, budget, legal frameworks, resource availability—constraints define your playing field. Identify and document them clearly.

8. Identify and assess risks

What could go wrong? How likely is it? What would be the impact? Design mitigation strategies to deal with high-impact or high-probability risks.

9. Document and communicate the project plan

Your project plan should include a timeline, responsibilities, risks, budget, and progress reports. Maintain a project log and update stakeholders regularly.

10. Build and empower your project team

People are your most important asset. Share your vision, foster healthy communication, maintain work-life balance, and build a resilient, positive culture.

🔚 Final Thought

Entrepreneurship is both an art and a discipline. With the right structure, a collaborative team, and a clear plan, your idea can become a reality.

We invite you to join our community, co-create with passionate professionals, and bring your entrepreneurial spirit to life. Let’s build the future together!

 

📚 References (APA Format)

  • Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
  • Ries, E. (2011). The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Crown Business.

10 steps to Create a Successful Project

Marketing: Don’t Just Do What You Do Best — Do What Sets You Apart

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Don’t just do what you do best — do what differentiates you.

Where is the world of marketing heading? This is a question that every industry professional asks themselves daily. Staying up to date with trends in a field where change is the main driving force is the best tool to guide our strategies and avoid missteps.

This is where a term you’ve likely heard many times comes into play: guru. These are professionals in this and other sectors who have a broad vision, and thanks to their experience and career, can anticipate movements and forecast the paths marketing will take.

One name stands out among the rest: Rohit Bhargava, a professor at Georgetown University and marketing expert. In 2015, he published what many now call the marketing bible: Non-Obvious.

This book focuses on helping us understand how to use non-obvious thinking to grow our business. What makes it stand out is that it offers tools and insights for anyone to become a true trend predictor.

Throughout its pages, we find thought-provoking ideas that can be very helpful when designing strategies to grow our brand and connect more effectively with consumers.

The Consumer Seeks Innovation

We live in an era where simply having a product is no longer enough. A satisfied customer is not necessarily a loyal one. Today’s consumers are constantly searching for innovation, which forces businesses to continuously adapt to their customers’ evolving needs.

People Want a Brand They Can Trust

It’s no longer just about selling. Consumers aren’t looking for just another brand—they’re looking for someone they can trust, someone who becomes part of their lives. This sets a new goal for businesses: to build a personal brand and stand out by addressing consumer needs better than the competition.

Focus on Negative Perceptions

According to Bhargava’s theory, a happy customer will share their experience with three people, while an unhappy one may tell up to 3,000. Your brand’s job is to work on changing those negative perceptions to resolve problems as quickly as possible.

Don’t Lie

Transparency is one of the most valued traits in a company. Every business has strengths and weaknesses. Hiding your weaknesses is not the best way to “win over” the consumer.

Simplicity Matters

It’s about delivering the right message at the right time. One of your most powerful tools is storytelling—telling genuine stories that captivate the consumer. This works best when you present your brand in a simple and authentic way.

People Want Imperfection

Forget perfection—nobody is perfect. Acknowledging mistakes and correcting them adds a human dimension to your brand, something consumers deeply appreciate.

Use the Right Words

A good marketer must know how to write, not just rely on visuals. The right words help your message resonate and connect with the audience on a deeper level.

Marketing as a Way of Life

Don’t confine marketing to the four walls of your office. Marketing is about persuasion and should be part of every area of your life.

Has Trust Been Lost?

In recent years, consumer trust in brands has steadily declined—mostly due to poor marketing practices. The only way to change this perception is with honesty. Don’t lie.

What Should I Change?

That’s the big question businesses need to ask. Many companies make the mistake of focusing on what they do best—when the real goal should be to find what makes them different.

Bibiografia:

Rohit Bhargava. (2015). «Non Obvious».  Seas Litteary Agency y Salmaialit Literary Agency, Estados Unidos.

There Are Only 3 Ways to Stand Out How to Compete in a Saturated Market

The Main Leadership Styles: A Modern Perspective on Effective Leadership

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Leadership has been studied since ancient times, but its understanding and classification have evolved over the years, influenced by changing social, economic, and cultural contexts. Today, in a dynamic and highly competitive organizational environment, leaders are expected to be much more than managers or figures of authority. They are expected to be agents of change, facilitating transformation both within organizations and among the people who comprise them.

This modern approach implies that leadership is not limited to goal achievement or task supervision—it must also focus on the personal and professional development of team members. Only through the internal transformation of people can real and sustainable organizational change be achieved.

Below are the main leadership styles currently recognized, each with its own distinct characteristics, advantages, and relevance depending on the needs of the organization and the leader’s personal profile.

  1. Authentic Leadership

Authentic leadership is based on self-awareness, transparency, and personal integrity. Authentic leaders act in alignment with their values and beliefs and aim to serve with honesty and commitment. Rather than seeking control, they inspire through example.

A key pillar of authentic leadership is fostering the development of competencies among team members. Instead of micromanaging, authentic leaders promote autonomy and responsible decision-making. This creates an atmosphere of trust, where individuals feel valued, heard, and empowered.

In times of uncertainty or transformation, this style of leadership projects confidence and stability, as decisions are made from an ethical foundation and a clear sense of purpose.

  1. Values-Based Leadership

Closely related to authentic leadership, this style places specific emphasis on the ethical and moral framework from which influence is exercised. Values-based leaders rely on personal, social, and organizational principles to guide decisions, behaviors, and priorities.

This kind of leadership legitimizes actions through a commitment to what is right, fair, and necessary for the common good. It strongly impacts organizational culture, promoting environments where responsibility, inclusion, justice, and sustainability are core elements of strategic decision-making.

In an era when consumers, investors, and employees increasingly demand ethical accountability and transparency, values-based leadership is crucial for building trustworthy and long-lasting organizations.

  1. Transformational Leadership

Transformational leadership is among the most valued styles today because it encourages continuous renewal and adaptability in rapidly changing environments. This style focuses on motivating, inspiring, and developing team members to reach their full potential, which directly benefits the organization.

Transformational leadership is not just about structural change; it’s also about transforming people. Leaders in this category support self-actualization, promote innovation, and help teams find deep meaning in their work. The result is greater engagement, creativity, and organizational loyalty.

It is a collective skill, as it builds a shared vision and generates synergy among team members. This style is particularly useful in contexts that require change management, strategic leadership, and future-oriented thinking.

  1. Transactional Leadership

Unlike transformational leadership, transactional leadership is based on a give-and-take relationship between leaders and their followers. It focuses on short-term goal achievement, task supervision, and adherence to established rules and procedures.

This style is effective in settings that require order, discipline, and clarity. Transactional leaders assign specific tasks, reward performance, and apply consequences when expectations aren’t met. While it may appear rigid, it can be highly efficient and necessary, especially when maintaining operational stability and control.

However, its main limitation is that it does not typically foster innovation or long-term personal development. For this reason, it is often most effective when complemented by more human-centered or strategic leadership styles.

Conclusion: Leading with Purpose — A Key for Entrepreneurs

For entrepreneurs, understanding and applying different leadership styles is essential for long-term success and sustainability. In the early stages of a business, it’s common to take on multiple roles, and the leadership style may shift depending on the moment or challenges faced.

However, it’s crucial to develop a clear vision of the kind of leader you want to be, and to build an organizational culture that aligns with your values and guiding principles.

Authentic and values-based leadership can help form a committed team from the outset. As the project evolves, incorporating aspects of transformational leadership will support innovation and adaptability. And when structure and discipline are needed, transactional leadership can provide focus and control.

Leadership is not a one-size-fits-all formula; it is a dynamic skill that requires self-awareness, empathy, ethics, and vision. Great leaders are not born—they are shaped through experience, learning, and the ability to positively transform those around them.

Leadership Actions Success and failure

References (APA Style)

Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates.

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.

Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). Sage Publications.

George, B. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. Jossey-Bass.

Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (6th ed.). Wiley.

There Are Only 3 Ways to Stand Out: How to Compete in a Saturated Market

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We live in a time when competition grows fiercer by the day. Whether you’re an ambitious startup, a well-established small business, or a multinational corporation, it’s increasingly difficult to win your customer’s attention, loyalty, and trust.

In this landscape, differentiation is no longer a marketing tactic — it’s a matter of survival. And yet, despite its importance, most businesses misunderstand what being “different” actually means.

Real differentiation is not about reacting to your competitors with a similar product and a personal twist. That strategy only turns you into a follower. To truly stand out, you must build something from the ground up, anchored in deep understanding — not of market trends, but of the unspoken problems your customers face.

Although there are dozens of theories about competitive differentiation, in practice, only three viable paths exist. And each is defined by how customers perceive you:

  1. Be the Cheapest
  2. Be the Best
  3. Be the Only One
  1. Be the Cheapest: A Risky Strategy

In many markets, when competition tightens, the first instinct is to drop prices. It feels intuitive — if your product is similar to others, the one with the lowest price wins, right? But what seems obvious is often dangerous.

Competing on price is only sustainable for those who completely redefine costs or leverage massive scale. Think of Amazon — their success in pricing lies in optimized logistics, large-scale automation, and a tech-driven ecosystem that small businesses simply can’t replicate.

Price leadership demands ruthless efficiency, capital for constant innovation, and volume-driven margins. It’s not just about selling cheap — it’s about operating cheap without sacrificing value. Most startups and SMEs don’t have this kind of infrastructure and will suffer deep financial stress if they choose this path without true cost innovation.

In short: being cheap isn’t bad — it’s just a game designed for the few who can afford to play it well.

  1. Be the Best: The Illusion of Superiority

The second route is striving to be “the best.” This is the default aspiration for many — make the highest quality product, offer the best service, be better than the market leader. But there’s a hidden trap in this approach.

Trying to beat the leader often means playing by their rules. You mimic their standards, their benchmarks, and even their assumptions about what matters. But why adopt their worldview? Why fight their battles instead of creating your own?

Moreover, «the best» is subjective. Customers rarely choose the best technical solution; they choose what resonates emotionally, culturally, or experientially. Being better might not make you stand out — it might just make you invisible in a crowd of excellence.

This strategy is not inherently wrong, but it’s limited. If you’re not the leader, fighting them on their terms often becomes an uphill battle with diminishing returns.

  1. Be the Only One: The Boldest, Smartest Path

Now we arrive at the path that’s both the hardest and the most rewarding: being the only one.

To be the only one doesn’t mean inventing a radical new technology or finding a “blue ocean” without competition. In fact, most “blue oceans” are just blind spots. Instead, being the only one means building your value proposition from first principles — not from market reports or benchmarking studies.

It means stepping off the beaten path, rejecting industry norms, and going straight to the source: the customer. Not to ask what they want (because people often don’t know), but to understand what frustrates them, what they’re settling for, and what no one is solving.

When you’re the only one who offers something — a unique point of view, a distinctive model, a radically human approach — competition becomes irrelevant. You don’t compete. You become incomparable.

Companies like Canva, Notion, or even Patagonia weren’t always the best or the cheapest — they were simply different in ways that mattered deeply to their customers.

There Is No Middle Ground

Trying to mix these strategies is like trying to serve two masters — it leads to confusion, diluted messages, and ultimately, mediocrity.

As Seth Godin says:

“The opposite of extraordinary isn’t bad — it’s very good.”

And that’s the real threat: to be very good, but not unforgettable. To be competent, but not chosen.

The Courage to Be Different

True differentiation is terrifying. It demands self-awareness, vulnerability, and a clear sense of purpose. But it’s also liberating — because when you stop chasing your competitors and start chasing your convictions, you create something truly valuable.

Being “the only one” is a lonely road. There’s no map, no precedent, no safety net. But if it brings you closer to solving your customer’s real problems, then it’s the right path.

There are only three ways to differentiate. And only one leads to meaningful distinction: the path of authenticity, empathy, and bold conviction.

There Are Only 3 Ways to Stand Out: How to Compete in a Saturated Market

References (APA Style)

Godin, S. (2018). This is Marketing: You Can’t Be Seen Until You Learn to See. Portfolio/Penguin.
Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Harvard Business Review Press.
Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value Proposition Design: How to Create Products and Services Customers Want. Wiley.
Christensen, C. M. (1997). The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business Review Press.