Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
March 2nd, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
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Posted in Regulatory Compliance Consulting | No Comments »
How the Enactment of Laws and the Process of Rule Adoption in Florida Compare
March 1st, 2010According to the public information provided by the State government of Florida, the enactment of a law in Florida begins with a state Legislator, citizen, or group suggesting legislation be introduced as a bill by either a State representative or senator. At the Senate online site, you will find that either house may originate any type of legislation. However, the processes differ slightly between houses. A legislator sponsors a bill, which is referred to one or more committees related to the subject of the bill. The committee studies the bill and decides if it should be amended, pass, or fail. If passed, the bill moves to other committees of reference or to the full house. The full house then votes on the bill.
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Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
February 28th, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
 |
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Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
February 27th, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
 |
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Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
February 26th, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
 |
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Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
February 25th, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
 |
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Basic Federal Firearms License Info
February 24th, 2010Are you a firearms enthusiast? If you’re like me, and just enjoy firearms, then you may require a federal firearms license. Maybe you’re toying with the idea of selling firearms to make a little money or possibly opening your own shop to sell firearms as a full time business. Whatsoever your rationality, one truth holds reliable, if you would like to sell, repair, or collect any of them, you well require a federal firearms license.
What are the prerequisites to obtaining a license? Here are just a couple of the common requirements that you’ll need to meet before the bureau of alcohol, tobacco, firearms, and explosive, or A.T.F., will even consider sanctioning your application. Just remember that this is only the primary prerequisites. There are a lot of additional requirements that you have to meet to get licensed. These will simply get your application considered by the A.T.F.
You have to be twenty one years old or older. This is true even if you’re able to purchase and posses guns if your younger than twenty one, you’re not permitted to receive a federal firearms license. You have to be allowed, lawfully, to posses firearms and ammo. This implies you have not been convicted of any federal or state felonies. You must have not breached the gun control act of nineteen sixty eight. You can not neglect to disclose any info that would be important to your application, or your right to apply for a federal firearms license. You are required to have the suitable place for conducting business, marketing guns, or collecting guns.
As you will be able to tell from these primary prerequisites, the procedure to apply for a federal firearms license gets really tangled. Now that you have plunged into the process, you have recognized quite quickly, that applying for a license isn’t as simple as you imagined. There are a lot of mistakes that can and will be made and this will slow your application down, or even make you be disqualified from acquiring a license if you do them wrong.
However, of you search carefully, you will be able to find step by step instructions on the net on how to properly apply for a federal firearms license. Make sure to follow the instructions and be cautious in the way you handle the application.
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Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
February 23rd, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
 |
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Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
February 22nd, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
 |
Posted in Regulatory Compliance Consulting | No Comments »
Myths, Truths & Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning
February 21st, 2010God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track?
To help you answer this question, think about the following comments:
- Choosing a successor is one of the most important decisions that a Chief Executive Officer (CEO) and board can make. Bank of America was widely criticized when CEO Ken Lewis resigned with no clear succession plan in place. Several months after he announced that he was stepping down, no successor had been identified to replace him.
- Succession planning is not an academic exercise. It is not simply a question of finding the right person. It is an activity that is central to the health of the company.
- If companies do not have a good succession plan in place, at all levels of the company, but especially for the top job, they are doing a disservice to their stakeholders.
- If companies do not have a succession plan, to some extent, they are being negligent. It is like parents who die without leaving a will. You need to be able to pass along the knowledge and intentions that are meant to guide the company after you are gone.
- Also, your employees, customers and shareholders also need to be reassured that the company is in good hands no matter who holds the title of CEO. They need to know that there is continuity and certain bedrock principles guiding the company into the future.
- When a CEO leaves without establishing a successor, he is casting doubt on the future health of the company.
- Succession planning is not a one-time decision; it is a long-term ongoing process. Every company needs to be identifying potential successors - at all levels of the organization - and grooming them for future responsibilities.
You may see different versions of this question in your life as:
Research shows that well over 50% of companies promote their CEOs from within. Such companies understand a central tenet of business-that a well-crafted succession plan vastly minimizes disruption when the CEO leaves, expected or not. (Jack Welch, former CEO of General Electric) Build leadership capacity incrementally. Upgrade corporate training so that it becomes an industry-wide credential. (Dan Carrison and Rod Walsh Business Leadership The Marine Corps Way)
Do you truthfully answer this Yes or No?
Why?
Why Not?
How can the notes you just made help in your life, job and business? What one issue from your thoughts you noted when truthfully answering this question, will you start improving, TODAY?
Because risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need to create peripheral vision in your business so you are not blindsided.
You need a perspective of life under the microscope and to have lived to tell the tale. Insights give a common sense approach to what people make complex, as companies grow.
|
Bottom line? - Risks are what really go wrong when you are not looking: stupid things like bounced checks, losing your best customers or best people when you are blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. After analyzing and helping over 200 companies, I have learned one key point:”What You Don’t Know About Your Business Can Cost You Your Business.” From the author of the newly released book, ‘Stick Out Your Balance Sheet & Cough: Best Practices for Long Term Business Health’. Available on Amazon. So open this book and say Profit. A video of Gary discussing his book is available at http://www.youtube.com/watch?v=OXhsY8hP70A From Gary W Patterson, http://www.FiscalDoctor.com FiscalDoctor® Copyright 2010 Article Source: |
 |
Posted in Regulatory Compliance Consulting | No Comments »