I was invited to present at a self-employment in the arts conference where my audience was artists, musicians, and other self-employed artist types. My topic was “Financials and the Arts”. I have experience presenting financial literacy to executive directors of nonprofits, so I had a sense of the relationship between understanding the mission of an organization and understanding the financials of an organization. These artists had a very strong sense of mission, but not much of finance. I began by explaining the three financial statements. The profit and loss statement is like your paycheck. If you worked 40 hours a week at $10 an hour, your take-home pay was not $400. It was less due to taxes, insurances, and other deductions. This is how the profit and loss statement works. Your revenue minus your expenses and then you get to take home the difference in the form of profits. Your cash flow statement works like your personal debit card. If you have money in your account, you can draw funds from your debit card or pay bills with it. You don’t have to put money into your debit card account every day in order to use it every day. When […]

I have to say up front that this newsletter is one of those, “Do as I say and not what I have done most of my career!” newsletters. When business is good The Boss is almost always in a good mood and it’s good to have him around. But when times are tough, The Boss can be a real pain! I had a client who was a specialty machine shop that made custom machine parts on demand. The Boss #1 was the founder of the company and was transitioning the business to his son, The Boss #2. My job was to coach The Boss #2 through the transition until The Boss #1 was convinced his son could run the place. Now the only thing more frustrating than having one boss is having two bosses, especially for employees who are trying their best to do their jobs in stressful times. So, coaching the employees through the transition was an added responsibility I did for the business’s sake. The transition went as smoothly as you could imagine and afterward, The Boss #1 did retire, sort of – the most a founder can retire, which means he only visited a few hours a […]

I received a phone call from The Boss who was struggling with a problem customer. I asked for more details and found out the rest of the story. The Boss’ company sells electronic equipment and provides technical support through the internet. Their salesperson sold a big job with a lot of parts and manhours. The customer paid for half of the job in advance — the standard for this industry. After a few trips to the customer’s location, the job was not completed because the technicians discovered several problems. Some were caused by the wrong parts being quoted for the job, and some were due to poor internet connectivity. The customer wanted the equipment pulled out and her down payment returned. The Boss wanted to keep the down payment and was asking my opinion. I asked, “Was it possible to turn this negative into a neutral or positive experience for the customer?” I understand that a positive experience was a long shot, but a neutral experience could be had if The Boss got involved. My advice to The Boss was for him to meet with the customer at her company and explain all that his employees had done, which was […]

I was approached by one of my competitors who thought I would be interested in buying his business.  Anyone who has ever had this happens knows that a business owner just doesn’t want to sell their business, something is not working well, and they want out.  They may not have a relative or business partner to buy their company so they go soliciting potential buyers so they can exit the company.   They are looking for a succession plan! I agreed to do a walkthrough of his company.  If you would ask my wife, she would not have been surprised, as she often points out to me it was not “either this or that”, most likely, I would see things as “this and that” and away we go!  As I asked questions and walked through his company, I notice his breakroom floor.  It had a very nice-looking new ceramic tile floor.  Now anyone who has ever worked in a manufacturing company would tell you that having a ceramic floor in the breakroom was an anomaly.  So, I had to ask why? The owner said that he did a job for a tile company, and the tile company wanted to barter […]

I was reviewing the monthly financials with The Boss in advance of sending them to his banker, one of the services I offer is coaching The Boss how to manage a banking relationship.  I was challenging The Boss with a few questions regarding the change in his backlog.  The backlog for the previous month was close to a million dollars and now for this month it is next to nothing, and the revenues did not reflect the million dollars in sales.  We took a step back to analyze why and search out the root cause of the miss-information.  Come to find out the production manager, who was only a few months out of the field and now in a management position, had made an error when estimating the backlog. It didn’t take long to determine that the production manager was never taught how to calculate the backlog.  Fortunately, in this case, we caught the error and adjusted the information prior to sending the financials to The Boss’s bank. After we found the problem, The Boss and I had a few conversations about how to fix the situation so it did not reoccur. What I explained to The Boss, who was […]

One of my clients wanted to know how to increase profits without raising prices. I asked if they had established SOPs in the various departments. The Boss said that would be impossible and way too costly and time-consuming. The Boss said if one of his managers wanted to set up SOPs with me that would be fine as long as it didn’t take away from his productivity. I found this statement to be curious as SOPs more often than not will enhance productivity and efficiencies. The service manager volunteered to work with me as his department was always lagging behind the other departments which were granted more resources. Our job was to observe the current procedures and then talk with the crew members about how we could improve their processes. During one morning break, I showed up with a Starbucks cardboard coffee carafe and a dozen donuts and we began to talk. In the fifteen minutes we had during their break period we came up with many procedures that, when implemented, had the potential to improve efficiencies. The manager and I took notes and the next day we came back with the first draft of our SOP’s. The crew members […]

It’s true that as business owners, we are gamblers.  We are willing to take those mitigated risks that our employees are not willing to take.  We are willing to bet our savings and, oftentimes, our homes on a new second location, an expanded master franchise agreement, or new capital that allows us to enter a new market.  Whatever the reason for the risk, we are the ones who say; “Yes, I got this!” Not always will those risks pay off, and sometimes it can cripple you and your company. That is when we need help.  But when do we, as risk-takers, feel we can no longer beat the odds and ask for help?  Often, it is when the pain we feel is extremely high and the initial risk has developed into a full-grown problem.   As The Boss, you have grown to become pain tolerant.  The normal day-to-day issues cause you slight pain as you struggle to make payroll or look for funds to fix that old piece of equipment again.  The bigger pain points are the larger capital investments you chose to make.  It is as if you look over the cliff and say to yourself; “That doesn’t look that bad and I believe […]

If you do not possess an “Entrepreneurial Mindset”, The Boss’s decision-making process may look very risky to you.  To The Boss, it makes perfect sense.  Let me try to explain. The Boss receives a small piece of information.  Most folks in the company see it as non-essential data with little meaning.   The Boss gets excited about the opportunity she sees and begins discussions to react to and move forward with a plan using the newly discovered information.  The managers declare the data they have is at best only 25% of what they would need to even think about diverting resources and investing company funds.  Well, The Boss is “the boss” and a plan is developed, and the company begins to implement the plan. In short order another 25% of the data is received, making the entire data collected 50% of what others would say is needed to begin to think about developing a plan.  The Boss reviews the new information and now with 50% of the data, she pivots and changes course.  Still moving forward and begins working the newly revised plan. A short time passes and an additional 25% of the data is collected, now The Boss has […]

Like many business owners, I served on the state board of the industry my company served.  I got to know most of my competitors, some of the suppliers, and a few of our legislators as well.  We would discuss the industry and our own concerns regarding government changes, the economy, and pressures on the labor force.  One of the most valuable parts of this experience was the cooperative relationships we developed between each other. For example, one day I received a phone call from Bill, the owner of my largest wholesale distributor.  Bill asked if I had a certain item in inventory.  I answered that I did.  He then asked if I would drop it off at my competition an hour north of my location.  Bill’s warehouse was two hours south of my building so this trip would have been a three-hour one-way drive for his trucks.  He said he would replace the inventory item on my next delivery from him.  I said I would and promised we would deliver the item by the end of that day.  When I told my foreman what I wanted his driver to do, he looked at me as if I was “collaborating with […]