Phone Call Anxiety: Why So Many Of Us Have It & How To Get Over It

Phone call anxiety is a common problem among millennials (Photo: Unsplash)

Staying in touch with loved ones without seeing them in person has become even more important during the pandemic. But for some people, making or receiving calls is a stressful experience. Phone anxiety – or telephobia – is the fear and avoidance of phone conversations and it’s common among those with social anxiety disorder.

Having a hatred of your phone doesn’t necessarily mean you have phone anxiety, although the two can be related. There are, of course, many people who dislike making or receiving calls. But if this dislike causes you to experience certain symptoms, you may have phone anxiety.

Some emotional symptoms of phone anxiety include delaying or avoiding making calls because of heightened anxiety, feeling extremely nervous or anxious before, during and after the call and obsessing or worrying about what you’ll say. Physical symptoms include nausea, increase in heart rate, shortness of breath, dizziness and muscular tension.

If you feel like this, you’re not alone. A 2019 survey of UK office workers found 76 per cent of millennials and 40 per cent of baby boomers have anxious thoughts when their phone rings. Because of this, 61 per cent of millennials would completely avoid calls, compared with 42 per cent of baby boomers. If you suffer from these symptoms, there are some things you can do to make it easier.

Avoiding phone calls

Talking on the phone can be daunting because we’re limited to just the sounds of our voices. In the absence of all other social cues – including gestures, body language and eye contact – we can often feel self-conscious of the sound of our own voices and our choice of words.

Thanks to technology, we can often go days, weeks or even months without directly speaking to others on the phone. One study found anxious people prefer texting over phone calls, rating it a superior medium for expressive and intimate contact.

Some people opt for texting because it gives them time to think about the wording of their messages, providing the opportunity to be informal. In some cases, they develop a different personality separate and in contrast to their real-life, more reticent, self.

Research also suggests phone anxiety is related to a preoccupation with what the other person thinks of them. By eliminating the immediate reaction of others in spoken conversations, text messaging may offer those with phone anxiety a way of making social contact without the fear of rejection or disapproval.

Another reason phone calls can sometimes feel overwhelming is the pressure that comes with being someone else’s focus. In face-to-face conversations, we have several distractions in our environment; like gazing out of the window or, ironically, checking the missed call notifications on our phones. This can make the interaction feel more casual and the conversation flow naturally. On a call, there are no external distractions, so it can feel like the spotlight is on us to answer questions straight away.

Pauses can feel extremely uncomfortable too. In person, you can see when someone is distracted or thinking but on the phone brief silences can feel awkward. We’re also becoming accustomed to being able to review emails, texts and social media posts before hitting the send button, so a phone conversation can feel impulsive and risky.

It’s easy to put off or completely avoid calls when you’re feeling anxious, but the more you procrastinate, the worse the anxiety is likely to get. The good news is you don’t need to suffer in silence, or over text messages. There are several useful techniques that may help you break the pattern.

Pick up the phone

One of the most effective ways to overcome phone anxiety is to expose yourself to more phone calls. The more you do it, the less overwhelming it becomes. It’s also likely that your phone anxiety is linked to a lack of experience. The more practice you have, the less anxious and more confident you’ll feel.

You can start this process by making a list of the people you need to speak to on the phone, such as friends or colleagues, and go through each one by reflecting on what it is about the call that makes you anxious. For example, it might be making a mistake or feeling judged. When the call is over, acknowledging your success will help you stay motivated for the next call.

If you’ve tried to combat your phone anxiety or you think you might benefit from seeking professional help, counselling is a great option and there are a number of talking therapies available. Cognitive behavioural therapy is a very effective treatment for social anxiety, and there’s an online option that might be a suitable alternative if you feel a bit nervous about speaking to someone in person.” alt=”” aria-hidden=”true” />The Conversation

By Ilham Sebah, Teaching Fellow in Psychology, Royal Holloway

Source: Phone call anxiety: why so many of us have it, and how to get over it

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How Your Definition Of Entrepreneur Can Limit Your Success

The word entrepreneur is used so often in so many different contexts these days that pinning it down is virtually impossible.  Everyone has their own definition, and the one you adopt—or unconsciously accept—can determine your aspirations, dictate your behavior, and in some instances cause you to underperform or fail outright. It’s a classic self-fulfilling prophecy—you’re likely to get what you expect to get.

Among the many definitions of entrepreneur, six currently dominate the popular press, the how-to literature and business education—and loom large in the popular imagination. Each definition, in its own way, can be both empowering and pernicious. Here’s what to look out for:

The Noble Founder.  This would appear to be the simplest definition of all: if you start a business, you’re an entrepreneur, regardless of whether it succeeds. Today, there are over 16 million people attempting to start over nine million businesses in the U.S. But even this apparently simple definition brings with it some significant psychological baggage.  People who associate themselves with this definition often feel a deep sense of pride in their willingness to even try to start a business.  But that understandable pride in taking on the struggle can also mean a too easy acceptance of poor results. Inside the noble founder lurks the noble failure.

The Self-Made Success. Some definitions bestow the title of entrepreneur only upon people who have started a successful business, or at least one from which they earn a decent living. People who see themselves this way can feel a bit proprietary about the definition. To them, everyone who is struggling to make a living is merely an “aspiring” entrepreneur.

Only 30 to 40 percent of startups ever achieve profitability. In the world of Silicon Valley high-risk startups, the chances of reaching profitability plummet to less than one in a hundred. The self-identity of people who feel success is an essential part of what it means to be an entrepreneur are proud of the self-sufficiency they achieve or at least seek. They are more likely than noble founders to keep their eye on the bottom line, but they also can be overly fearful of risk and can underperform in terms of innovation.

The Entrepreneur by Temperament.  In this view, entrepreneurship is a state of mind. It can apply equally to people starting a business or people working in corporate settings. It’s all about mindset: such people “make things happen,” “push the envelope,” or refuse to stop until they get what they want. It is the broadest of definitions. In fact, Ludwig Von Mises, a member of the Austrian school of economics, theorized that since we all subconsciously assess the risks of our actions relative to the rewards we expect to receive, we are all entrepreneurs. Because this definition applies to everyone, anyone can delude themselves into believing they are an entrepreneur. You don’t even have to start a business. You just have to behave a certain way, let the chips fall where they may.

The Opportunist Par Excellence. For at least a century, entrepreneurs have described themselves as having the ability (a skill, not a state of mind) to “smell the money.” There are indeed many entrepreneurs who proudly identify their ability to spot money-making opportunities. But it wasn’t until the economist Israel Kirzner, in the mid-1970s, described the core of entrepreneurship as opportunity identification that academics began to study it as a process and a skill. Entrepreneurial education today is often targeted at teaching opportunity identification skills.

What is interesting is that there is no strong evidence, after several different studies, that entrepreneurial education actually results in students or attendees having a significantly higher chance of reaching profitability. Perhaps opportunity-spotters can overextend themselves by doing multiple startups or product launches simultaneously, a problem that can be compounded by a lack of synergy among these disparate efforts.

The Risk-taker: Frank Knight, one of the founders of the highly influential Chicago school of economics, drew an illuminating distinction between risk and uncertainty. With risk you can predict the probability of various unknown outcomes of business decisions. With uncertainty you not only don’t know the outcomes but also you don’t know the probability of any particular outcome occurring. In other words, risk can be managed, but uncertainty is uncontrollable. Knight argued that opportunities for profit come only from situations of uncertainty.

To succeed as an entrepreneur, you must therefore seek out uncertainty. Today, few entrepreneurs know of Knight’s thesis, but many nonetheless proudly describe themselves as “risk-takers.” This identity can lead to taking on more risk than necessary, especially when you see all risk as good and see yourself as an adventurer into the unknown. You would be better advised to think of your adventures as a series of small calculated experiments that turn the greatest uncertainties into knowable risks.

The Innovator: Joseph Schumpeter’s description of entrepreneurs as innovators who participate in the creative destruction that constantly destroys old economic arrangements and replaces them with new ones has appealed to many observers, including economists. That concept is often naively married to Clay Christensen’s notion of disruptive innovation of industries and markets.

See, for example, Zero to One by PayPal cofounder Peter Thiel. This fetishizing of disruption has led many entrepreneurs to invoke the concept of innovation in support of whatever they want to do, no matter the effects it might have on society like creating a “gig economy” of low-paid workers. Seeing yourself as an innovator and regarding innovation as an unquestioned good is arguably one of the most dangerous definitions of all because it simultaneously encourages great boldness and justifies equally great moral blindness. It also results in passing over opportunities to create valuable and socially beneficial businesses that were less than truly disruptive.

All of these definitions of entrepreneur are self-limiting. How you define yourself as an entrepreneur also defines what actions you’ll take to view yourself as deserving of the title. But the only two things academics have ever been able to show conclusively correlate to entrepreneurial success (measured generally) are years of schooling and implicit, core motivations that align with feeling good about getting things done (known as “need for accomplishment”). Pinning your identity to any of the current definitions of entrepreneur will only set you back.

Follow me on Twitter or LinkedIn. Check out my website.

I am a successful entrepreneur who researches and teaches entrepreneurship, creativity and innovation, at Princeton University. My two bestselling books on entrepreneurship, “Building on Bedrock: What Sam Walton, Walt Disney, and Other Great Self-Made Entrepreneurs Can Teach Us About Building Valuable Companies” (2018) and “Startup Leadership” (2014) focus on what it really takes to succeed as an entrepreneur and the leadership skills required to grow a company. Prior to joining the Princeton faculty, I was founder and CEO of iSuppli, which sold to IHS in 2010 for more than $100 million. Previously, I was CEO of global semiconductor company International Rectifier. I have developed patents and value chain applications that have improved companies as diverse as Sony, Samsung, Philips, Goldman Sachs and IBM, and my perspective is frequently sought by the media, including the New York Times, Wall Street Journal, Economist, Bloomberg BusinessWeek, Nikkei, Reuters and Taipei Times.

Source: How Your Definition Of Entrepreneur Can Limit Your Success

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When we help youth to develop an entrepreneurial mindset, we empower them to be successful in our rapidly changing world. Whether they own a business or work for someone else, young adults need the skills and confidence to identify opportunities, solve problems and sell their ideas. This skillset can be encouraged and developed in elementary schools, with the immediate benefit of increased success in school. In this talk, Bill Roche shares stories of students that have created their own real business ventures with PowerPlay Young Entrepreneurs. He illustrates the power of enabling students to take charge of their learning with freedom to make mistakes, and challenging them to actively develop entrepreneurial skills. Bill also showcases the achievements of specific students and shares how a transformative experience for one student has been a source of inspiration for him over the years. Bill Roche specializes in designing curriculum-based resource packages related to entrepreneurship, financial literacy and social responsibility. Bill worked directly in Langley classrooms for over ten years and now supports teachers throughout the country in creating real-world learning experiences for their students. Over 40,000 students have participated in his PowerPlay Young Entrepreneurs program. The program’s impact has been captured in a documentary scheduled for release early in 2018. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

Australian Billionaire James Packer’s Fortune To Fall After Deal To Sell Part of Crown Casino

Australian casino mogul James Packer agreed to sell nearly 50% of his remaining stake in Crown Resorts Limited to Macau billionaire Lawrence Ho’s Melco on Thursday. The deal will close in two tranches—one in early June and the other in late September.

Melco also said that it’ll pursue a larger stake in Crown as well as board seats, pending regulatory approvals. The $1.22 billion (A$1.75 billion) purchase price is a tiny premium—not even 1%—over Crown’s closing price Thursday. On Friday, Crown’s stock dropped 3% on the Australian Securities Exchange from the previous day.

Forbes calculates Packer’s net worth at about $3 billion, based on the $850 million he’ll likely receive (net of taxes), and Friday’s closing stock price. That’s a drop of $600 million since January when we published our ranks of Australia’s Richest. At the time he was the nation’s ninth richest person, worth $3.6 billion.

It’s quite a comedown for Packer, whose father was considered one of Australia’s most successful entrepreneurs. Kerry Packer, who died in 2005, owned Australia’s leading television network and the country’s biggest swath of magazines. Kerry had inherited a media company from his father, Sir Frank, and grew it into a broadcasting and publishing empire worth $5 billion. James Packer seemed up for the job, and was initially lauded for reinventing his father’s empire by selling most of the Packer family media assets to a Hong Kong-based private equity firm for $4 billion across two deals in 2006 and 2007 and moving into casinos. A decade ago, James Packer was the nation’s richest person. Five years ago, his net worth peaked at $6.6 billion. Today he’s worth less than half that.

This is not the first time Melco and Crown have done business. The two companies partnered in 2004 to develop and operate casinos in Macau. The partnership ended in 2017 when Packer sold his Macau assets back to Melco to focus on his Australia-based casinos.

Lawrence Ho, CEO of Melco, who like Packer is the son of a powerful, legendary entrepreneur (97 year old Stanley Ho, who retired last year), is currently worth $2.1 billion, according to Forbes. Most of his net worth is tied up in Melco, in which he owns an approximate 54% stake.

Currently, the biggest project for Crown is its $1.5 billion casino in Sydney, which is slated to open in 2020.

Earlier this year Packer tried to cash out of Crown. In April, Wynn Resorts, which was founded by billionaires Steve and Elaine Wynn, explored taking over Crown for $7 billion. But hours after Crown announced the proposed deal, Wynn Resorts issued a statement saying it was off due to “premature disclosure.”

Packer stepped down from Crown Resorts’ board in March 2018. Four months later, he resigned from the board of his family company Consolidated Press, which he and his sister inherited from their father.

According to the Sydney Morning Herald, Packer has been seeking a lower-profile life since stepping down from Crown’s board. “He definitely wants an easier life, and a less-stress life,” one colleague told the paper. “No doubt about that.”

Packer’s board exits were reportedly due in part to mental health issues, following a tough year when Crown exited its Macau and U.S. gambling investments.

Packer, who has three children living in Los Angeles with his ex-wife, Erica Packer, also finances Hollywood films via his RatPac Entertainment, which he cofounded with Brett Ratner, who directed the Rush Hour film series and X-Men 3: The Last Stand.

I cover the world’s richest people as a member of the Forbes Wealth Team. Before Forbes, I was a staff writer at Inc. magazine, covering entrepreneurs doing business

Source: Australian Billionaire James Packer’s Fortune To Fall After Deal To Sell Part of Crown Casino

Three Conclusions From The 2019 Berkshire Shareholders Meeting

A Berkshire Hathaway shareholder arranges her shopping next to a large drawing of Chairman and CEO Warren Buffett, during a shareholders shopping event in Omaha, Neb., Friday, May 3, 2019, one day before Berkshire Hathaway's annual shareholders meeting. An estimated 40,000 people are expected in town for the event, where Chairman and CEO Warren Buffett and Vice Chairman Charlie Munger will preside over the meeting and spend hours answering questions. (AP Photo/Nati Harnik)

A Berkshire Hathaway shareholder arranges her shopping next to a large drawing of Chairman and CEO Warren Buffett, during a shareholders shopping event in Omaha, Neb., Friday, May 3, 2019, one day before Berkshire Hathaway’s annual shareholders meeting. An estimated 40,000 people are expected in town for the event, where Chairman and CEO Warren Buffett and Vice Chairman Charlie Munger will preside over the meeting and spend hours answering questions. (AP Photo/Nati Harnik)

ASSOCIATED PRESS

Berkshire Hathaway’s shareholders’ meeting as in past years yielded various insights on Warren Buffett’s and Charlie Munger’s insights on the markets, politics, tech stockspast mistakes and many other topics.

Further Buybacks On The Cards

It should come as no surprise that Buffett and Munger are considering further buybacks of Berkshire stock. With a large, and growing, cash pile and limited deal opportunities to date, they are likely to use cash to repurchase Berkshire shares as the fallback option. In fact, the pair used answers to certain questions, such as regarding Brexit in the U.K. to remind the audience that they are very willing to make acquisitions in Europe should they see the right deal at the right price. They feel that Berkshire is typically considered for deals in the U.S.. Yet, internationally they have more work to do to have Berkshire in consideration for a large business sale. Still, the emphasis on buybacks suggests that there is little in the deal pipeline for now, though of course that could change quickly. Buffett and Munger would love to see more attractive deals, but absent attractive opportunities, stock buybacks are the default.

Another Bite Out Of Apple?

Buffett and Munger were both very positive on current holding Apple, and Apple CEO Tim Cook was also at the event. It seemed clear that Buffett was quite willing to up his Apple stake at the right price.

Various objections such as potential regulation of Apple’s app store were raised in questions, though Buffett didn’t dismiss those concerns entirely, he mentioned that what has hurt the most is that the stock has gone up. That, the CEO’s presence and the fact that Buffett didn’t go out of his way to make the detailed bull case on Apple all suggest he make be angling to up his stake at the right price, even though Apple is currently Berkshire’s second largest public holding behind Coca-Cola.

A More Flexible Approach To Value Investing

Over his lifetime, Buffett’s investing approach has evolved and it continues to. In his early years, Buffett loved buying so-called cigar butt stocks, as popularized by his early mentor Ben Graham. This means stocks that may have been poor companies, but were trading well below the value of assets that could be sold realizing a profit for investors. Such deals are harder to come by now. As such Buffett looks more for great businesses at reasonable prices, a direction that Munger has clearly prodded him in. However, now Buffett talks of value investing in broader more creative terms, such that any stock where the likely expected cashflows exceed the price can be attractive, even if not cheap in on the traditional metrics and ratios associated with value investing.

So though Buffett’s approach continued to be refined, its core principles remain the same in looking for great businesses at attractive prices with sound management in place. In reviewing Buffett and Munger’s comments, one is left with the feeling that they are seeing few bargains in this market and buybacks paired with watching and waiting for certain key holdings such as Apple to fall so they might add more is the current strategy. Aside, from the comments at the meeting, the fact that the company is sitting on over $100 billion of cash and short-term securities at the end of 2018 reinforces that Buffett and Munger aren’t seeing the opportunities they would hope for in the current environment.

Articles educational only, not intended as investment advice.

Follow @simonwmoore on Twitter. Simon is Chief Investment Officer at Moola, and author of Digital Wealth (2015) and Strategic Project Portfolio Management (2009).

Source: Three Conclusions From The 2019 Berkshire Shareholders Meeting

Forbes 30 Under 30 Asia 2019: Meet The Region’s Brightest Young Entrepreneurs And Innovators

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Forbes 30 Under 30 Asia 2019 list honorees (from left to right): Rashmi Kwatra, founder of Sixteenth Street Capital; Richard Yim, cofounder of Demine Robotics; Manuri Gunawardena, founder of HealthMatch; Kenny Wong, COO of igloohome; Hussain Elius, cofounder of Pathao.

For the fourth year in a row, our team at Forbes Asia has been scouting the Asia-Pacific region in search for 300 outstanding individuals to highlight in the annual Forbes 30 Under 30 Asia list.

Across 10 industries, young entrepreneurs and rising stars have been selected from 23 countries and territories to make up this year’s list. Honorees from as far as Mongolia, Kazakhstan, Kyrgyzstan and Laos have landed spots on the list for the first time – making the 2019 list even more inclusive and diverse.

If you think millennials and Gen-Z are just building businesses for the short-term gain, think again. This year, it was particularly interesting to note that many of these innovators are not just driving change in the region – but working towards cementing its positive effect in the long run, especially in developing and emerging markets.

From using technology to better their sectors, to helping SMEs thrive through sustainable options when it comes to food and energy – some have been working on innovative solutions to solve problems while building successful businesses at the same time.

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Take 25-year-old Manuri Gunawardena, founder and CEO of HealthMatch for instance. As a medical student at the University of New South, Gunawardena experienced firsthand the difficulty of finding patients to participate in trials for potentially lifesaving treatments. She also noticed there was no convenient way for patients to search for alternative treatments for their conditions. It was then, in early 2017, that she decided to play matchmaker and her startup HealthMatch was born.

Launched in Australia earlier this year, the Sydney-based startup applies machine learning to clinical data to help researchers and pharmaceutical companies find patients suitable for their studies—and vice versa. “We are automating access to clinical trials globally and dramatically improving the future of healthcare by lowering barriers to research and development,” says Gunawardena.

Another 30 Under 30 Asia 2019 list honoree employing technology to solve a problem and potentially save lives is Richard Yim, cofounder of Demine Robotics from Cambodia.

The 25-year-old social entrepreneur started Demine Robotics with the hope that his creation – Jevit, the world’s first remote-controlled robot can lift a landmine out of the ground without detonating it — will help others avoid the fate of his aunt, who died of a landmine explosion over a decade ago when he was growing up in Cambodia.

While the company focuses on Cambodia’s own underground bomb challenge where more than 64,000 casualties have been recorded since 1979, Yim hopes to eventually deploy Jevit to other conflict areas, such as Afghanistan, Colombia and Iraq.

“I truly believe in building a business that will change the world for the better,” he tells Forbes Asia.

Working Towards Sustainability

Other stars on the list have been concerned with issues such as climate change and actively tackling that by introducing alternative ideas and solutions to reduce harmful impact on our planet.

28-year-old chef Anahita Dhondy who runs New Delhi-based Parsi restaurant SodaBottleOpenerWala, promotes the various types of Indian millets, which are nutritious and inexpensive homegrown grains, in dishes in the restaurant and in recipes posted on social media.

Clean energy entrepreneurs also made this year’s 30 Under 30 Asia list. Mongolia’s Orchlon Enkhtsetseg, CEO of Clean Energy Asia, an energy startup, raised $128 million to build its first 50MW wind farm in the country’s Gobi desert while Yashraj Khaitan, founder of solar power startup Gram Power, uses smart grid technology to address the widespread energy shortages in India.

Methodology and judging process

Forbes 30 Under 30 Asia list undergoes a rigorous process to pull together. Starting with over 2000 online nominations, our team researchers, fact-checks and selects an initial shortlist of 500 semi-finalists who then get vetted by a lineup of A-list judges and industry experts. The final 300 get selected afterwards taking into consideration criteria such as demonstration of leadership, impact, potential of success and the embodiment of the entrepreneurial spirit, synonymous with Forbes. Other factors like innovation, disruption – and size and growth of their ventures in some categories – play a role in making the final decision.

This year’s judges includes accomplished and acclaimed entrepreneurs and business leaders such as Hiroshi Mikitani, CEO of Rakuten; JP Gan, Managing Partner at Qiming Venture Partners; Noni Purnomo, President Director of Blue Bird Group Holding; Kaifu Lee, CEO of Sinovation Ventures; Kishore Lulla, Philanthropist and Chairman of Eros International; Changpeng (CZ) Zhao, CEO of Binance; Falguni Nayar, Founder of Nykaa.com ; Patrick Grove, Cofounder and Group CEO of Catcha Group and 30 Under 30 Asia list alumnus, tennis superstar Kei Nishikori.

The birthday cutoff to make the 2019 list was December 31, 1988.

Credits:

List and Project Editor Rana Wehbe

Reporting  and research: Pamela Ambler, Ambika Behal, Elaine Ramirez, Anis Shakirah Mohd Muslimin, James C. Simms II, Yue Wang, Ian Christopher Wong, David Yin

Editorial interns: Lan Yunsi, Tracy Qu, Jisu Song

Photography: Thierry Coulon (Liu Liyuan & Liao Wenlong), K M Asad (Hussain Elius), Abishek Bali (Anahita Dhondy), Hu Ke (Neo Nie), Jing Wei (Rashmi Kwatra, Manuri Gunawardena, Kenny Wang), Antoine Raab (Richard Yim), Winston Gomez (Steven Wongsoredjo), Franco Origlia/Getty Images (Naomi Osaka)

Senior Photo Editor: Merrilee Barton

Graphics: Luke Kelly

Design: Joy Hwang

Project Manager: Justin Conklin

Associate Product Owner: Grant Tunkel

Data Management: Dmitri Slavinsky

Manager, Software Engineering: Chuck Rea

Software Engineer: Ken Barney

Junior Engineer: Christopher De Leon

I joined Forbes as a senior editor in October 2015 to kickstart the Under 30 franchise in Asia.

Source: https://www.forbes.com/sites/ranawehbe/2019/04/01/forbes-30-under-30-asia-2019-meet-the-regions-brightest-young-entrepreneurs-and-innovators/#5298784e5923

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