From an employee’s perspective, management often
conducts itself in ways that make no sense. When the economy is slow,
jobs are few and far in between or people are fearful, staff will
tolerate management behaviors and policies that are nonsensical (in
their eyes) or they judge are harmful.
But when staff gets together for lunch and they start critiquing management, these are the Top 10 Reasons Why Staff Quit.
10. “My boss is arrogant and believes his own press clippings.” As a result, staff feels taken advantage of..
9. “My manager micromanages rather than trusting staff to perform.”
Staff hates the boss and looks for ways to resist being over
controlled.
8. “My manager is crushing my drive and desire.” Hired because they
were smart and energetic, the manager is afraid that she will not be
seen as the shining light (the reason for success) and crushes the very
qualities that made the new employee attractive to hire (and desirous of
joining).
7. “My boss guesses what is needed without resorting to data or
facts.” Maybe he has the facts, but they sure aren’t being communicated
leaving the impression of “It’s my way or the highway.” There are a lot
of new roads being built in this country and staff will leave rather
than be abused.
6. “I’m treated like a child.” Look, there are often generational
differences between how managers and employees work. Younger workers may
have “know-it-all” attitudes and unfamiliar techniques using technology
to accomplish tasks. Staff feels misunderstood and resent their boss.
5. “Manager promotes someone from a different function who does
understand the job and how to be successful.” Staff does not believe
they can learn from this person, judges her to be an anchor around their
department and resents that they were passed over for promotion.
4. “My boss is extremely critical.” The only way they interpret their boss is pleased is in the absence of nit picking.
3. “I get ideas lobbed at me with little clarity and I have to
figure out what is really wanted.” Staff is caught between a rock and a
hard place and doesn’t know the target of the task or have a clear idea
of what needs to get done.
2. “I don’t have sufficient resources to get the job done.” Fitting
10 pounds of stuff into a five pound bag is pretty tough. Imagine you’re
the ten pounds and have to get squeezed in there! Staff often believes
they have inadequate resources to get a job done.
And the number one reason your staff wants to quit:
“My company is grossly underpaying me.” Show me the money! Staff
can read job ads online and learn what their real value is. As much as
they may love you and their work, eventually people realize they need to
pay their bills and start to think of leaving.
Your staff, the ones you are mistreating or taking for granted are
your competition’s staffing solution (just as theirs is for you). Rather
than taking their continued employment for granted, motivate them,
excite them, coach and encourage them and they will go do anything for
you (at almost any price).
Se afișează postările cu eticheta the. Afișați toate postările
Se afișează postările cu eticheta the. Afișați toate postările
vineri, 16 noiembrie 2012
Pay Your Children to Work for You with the Blessing of the IRS
Save on Taxes by Hiring Your Children
You've heard that you can't have your cake and eat it, too. But hiring your own family is one case when you can. Pay your minor or adult children to work for your business, then write it off as an expense.
Many people are confused about whether it's legal to hire their children and grandchildren. Follow my advice to satisfy both the IRS and employment laws - while saving on your own taxes. Assuming it's a true payment for services performed (and the paperwork is handled properly) it's totally legal and acceptable to pay family members.
Minor Children Save the Most Taxes
Child labor restrictions don't apply to a parent (unless it's in manufacturing, mining, or any hazardous occupation defined by the Department of Labor) - even under 16. I hired my own daughters from the ages of 7 and 9 without a hitch.
You need not pay withholding income taxes, payroll taxes (including Social Security) and Workmen's Compensation (in most states) until the child turns 18. Just remember to complete quarterly payroll tax returns, as you must for any employee. Forget about paying federal unemployment taxes until the child turns 21.
However, if your business is an S or C Corporation, you must pay Social Security and Medicare taxes regardless of their ages.
To Survive IRS Scrutiny
1. The children actually have to work
2. Pay them consistently
3. Pay them according to what you'd pay someone else
4. Keep detailed records
5. Issue a W-2 at year end and file a tax return for the child, even if no tax is owed
Example:
Wages paid to 13 year old child $6200
Less: Standard deduction for 2005 (5000)
Taxable income $1200
Tax Due (10% x $1200) $ 120
While for the parents:
Wages paid to the child $6200
Tax Savings (40% x $6200) $2480
For a net savings to the family of $2360
The income tax standard deduction is $5000 for every person in the country, including each of your minor children. So unless you pay them more than that, they won't have any tax obligation at all. And since they really earned it, the "kiddie tax rules" do not apply.
When hiring adult family members you can justify larger salaries. And they can participate in benefits like qualified retirement benefit programs and fringe benefits (like medical insurance and childcare).
Working for You Teaches Children about Managing Money and Saving
The income has to be earned by the child, so the amount needs to reflect the value of what's done. And the money does belong to them, even if it's being saved for college.
Many of the benefits of involving your children in your operation aren't tax-related at all. They're gaining practical experience, learning the value of work, and maybe how to carry on the family business down the road.
If you're wondering whether to trust my advice, I've sat on both sides of the desk. I worked for the IRS, and since leaving there have conducted almost a thousand seminars on financial planning and taxes. I speak to real estate and banking professionals all over the country, and have found that everyone wants to learn smart strategies that bring reliable financial returns - without getting them into tax trouble. In my opinion, hiring your family is one of them.
Don't hesitate to put the troops to work. When you hire your children you're teaching them skills they'll be able to use for the long haul. They're learning the value of a dollar - and how hard you have to work to earn them. And bottom line, it makes good financial sense as well.
© 2005, Chris Bird
You've heard that you can't have your cake and eat it, too. But hiring your own family is one case when you can. Pay your minor or adult children to work for your business, then write it off as an expense.
Many people are confused about whether it's legal to hire their children and grandchildren. Follow my advice to satisfy both the IRS and employment laws - while saving on your own taxes. Assuming it's a true payment for services performed (and the paperwork is handled properly) it's totally legal and acceptable to pay family members.
Minor Children Save the Most Taxes
Child labor restrictions don't apply to a parent (unless it's in manufacturing, mining, or any hazardous occupation defined by the Department of Labor) - even under 16. I hired my own daughters from the ages of 7 and 9 without a hitch.
You need not pay withholding income taxes, payroll taxes (including Social Security) and Workmen's Compensation (in most states) until the child turns 18. Just remember to complete quarterly payroll tax returns, as you must for any employee. Forget about paying federal unemployment taxes until the child turns 21.
However, if your business is an S or C Corporation, you must pay Social Security and Medicare taxes regardless of their ages.
To Survive IRS Scrutiny
1. The children actually have to work
2. Pay them consistently
3. Pay them according to what you'd pay someone else
4. Keep detailed records
5. Issue a W-2 at year end and file a tax return for the child, even if no tax is owed
Example:
Wages paid to 13 year old child $6200
Less: Standard deduction for 2005 (5000)
Taxable income $1200
Tax Due (10% x $1200) $ 120
While for the parents:
Wages paid to the child $6200
Tax Savings (40% x $6200) $2480
For a net savings to the family of $2360
The income tax standard deduction is $5000 for every person in the country, including each of your minor children. So unless you pay them more than that, they won't have any tax obligation at all. And since they really earned it, the "kiddie tax rules" do not apply.
When hiring adult family members you can justify larger salaries. And they can participate in benefits like qualified retirement benefit programs and fringe benefits (like medical insurance and childcare).
Working for You Teaches Children about Managing Money and Saving
The income has to be earned by the child, so the amount needs to reflect the value of what's done. And the money does belong to them, even if it's being saved for college.
Many of the benefits of involving your children in your operation aren't tax-related at all. They're gaining practical experience, learning the value of work, and maybe how to carry on the family business down the road.
If you're wondering whether to trust my advice, I've sat on both sides of the desk. I worked for the IRS, and since leaving there have conducted almost a thousand seminars on financial planning and taxes. I speak to real estate and banking professionals all over the country, and have found that everyone wants to learn smart strategies that bring reliable financial returns - without getting them into tax trouble. In my opinion, hiring your family is one of them.
Don't hesitate to put the troops to work. When you hire your children you're teaching them skills they'll be able to use for the long haul. They're learning the value of a dollar - and how hard you have to work to earn them. And bottom line, it makes good financial sense as well.
© 2005, Chris Bird
Recruiters: The Challenges of Executive Head Hunters
Once upon a time, head hunters were no more than
common cannibals. Some people still view them that way, but executive
recruiters are a vital link in a chain that keeps major enterprises
functioning well.
The top positions at any organization dictate the fortunes of the company, the shareholders and the employees ... and often the communities in which they are located. A good executive head hunter can ensure that new company executives have the skills required for the position and the challenges ahead. He can also ensure that the right executive is chosen, one whose style will flourish in the specific environment of that company.
However, modern executive recruiters face challenges to be effective. I caught up with Esther Barzel, co-owner of the Online Recruiter Directory ( http://www.onlinerecruitersdirectory.com ).
Q: What are the main challenges of executive head hunters in today's business climate?
A: To start with, the geographic net has become much wider. A head hunter in , say, New York City or Toronto, can no longer rely on finding the right candidate right in town. In fact, the ideal candidate might be just minutes away by Internet, but he might be located in another country or even on another continent. We are looking at a new breed of executive recruiter.
Q: The Internet should make his job easier, right?
A: Yes...and no. He has to post requirements in more places and sift through more potential candidates to find the jewel he seeks. So his workload has actually increased.
Q: Plus, I presume, he still faces the challenges of yesteryear?
A: That's right. He still has to make contact with potential candidates, conduct preliminary interviews, set up meetings with the company, attend to minute details, brief the interviewer, etc.
Q: What about follow-up?
A: Yes, there is, of course, follow-up required after every interview, both with the client and with the prospect. It's a busy job.
Q: So how does the Internet make life easier for an executive recruiter?
A: Now you have online communities and bulletin boards, such as Monster.com, where you can place ads for positions. This makes it somewhat easier to cast one's net. Directories like ours help head hunters attract clients, so they can spend more recruiting and less time on business development.
Q: Don't online bulletin boards and directories just mean the head hunter has to spend more time in more places?
A: Yes and no. Online resources are more easily searched than, say, paper. Our recruiter directory gives employers the chance to search by geography or by vocation, or by the type of position. This means they can find a recruiter that specializes in pharmaceutical sales, or who specializes in accounting, or whatever field. The head hunter spends less time answering questions from people who will never be their clients.
Q: And I assume it works both ways?
A: Yes, the recruiter gets resumes from only those people who are likely candidates for the types of positions he works on. The pharmaceutical recruiter, for example will not get a resume from someone whose background is in aeronautical engineering.
Q: Wow, that's a mouthful. I don't know if I could even repeat that.
A: Many executive recruiters could not repeat it, either. So the Internet is making it easier for them to receive resumes targeted to their field of expertise, saving them time...not to mention overexertion of their tongues.
On that humorous note, we thank Esther for taking the time to explain how the Internet is making life both more complex and easier for executive recruiters and head hunters.
The top positions at any organization dictate the fortunes of the company, the shareholders and the employees ... and often the communities in which they are located. A good executive head hunter can ensure that new company executives have the skills required for the position and the challenges ahead. He can also ensure that the right executive is chosen, one whose style will flourish in the specific environment of that company.
However, modern executive recruiters face challenges to be effective. I caught up with Esther Barzel, co-owner of the Online Recruiter Directory ( http://www.onlinerecruitersdirectory.com ).
Q: What are the main challenges of executive head hunters in today's business climate?
A: To start with, the geographic net has become much wider. A head hunter in , say, New York City or Toronto, can no longer rely on finding the right candidate right in town. In fact, the ideal candidate might be just minutes away by Internet, but he might be located in another country or even on another continent. We are looking at a new breed of executive recruiter.
Q: The Internet should make his job easier, right?
A: Yes...and no. He has to post requirements in more places and sift through more potential candidates to find the jewel he seeks. So his workload has actually increased.
Q: Plus, I presume, he still faces the challenges of yesteryear?
A: That's right. He still has to make contact with potential candidates, conduct preliminary interviews, set up meetings with the company, attend to minute details, brief the interviewer, etc.
Q: What about follow-up?
A: Yes, there is, of course, follow-up required after every interview, both with the client and with the prospect. It's a busy job.
Q: So how does the Internet make life easier for an executive recruiter?
A: Now you have online communities and bulletin boards, such as Monster.com, where you can place ads for positions. This makes it somewhat easier to cast one's net. Directories like ours help head hunters attract clients, so they can spend more recruiting and less time on business development.
Q: Don't online bulletin boards and directories just mean the head hunter has to spend more time in more places?
A: Yes and no. Online resources are more easily searched than, say, paper. Our recruiter directory gives employers the chance to search by geography or by vocation, or by the type of position. This means they can find a recruiter that specializes in pharmaceutical sales, or who specializes in accounting, or whatever field. The head hunter spends less time answering questions from people who will never be their clients.
Q: And I assume it works both ways?
A: Yes, the recruiter gets resumes from only those people who are likely candidates for the types of positions he works on. The pharmaceutical recruiter, for example will not get a resume from someone whose background is in aeronautical engineering.
Q: Wow, that's a mouthful. I don't know if I could even repeat that.
A: Many executive recruiters could not repeat it, either. So the Internet is making it easier for them to receive resumes targeted to their field of expertise, saving them time...not to mention overexertion of their tongues.
On that humorous note, we thank Esther for taking the time to explain how the Internet is making life both more complex and easier for executive recruiters and head hunters.
What's the difference between successful businesses and struggling businesses?
Have you ever noticed how some businesses seem to
do extremely well, and go from strength to strength, whilst the majority
just seem to muddle along?
Since starting my own business I've met many small business owners and what I've noticed is that the vast majority of them seem to just about get by, but few reach the level of success that they're actually capable of. Some of them end up failing altogether, some lurch from project to project, and some do OK, but never really achieve the success or lifestyle they envisioned when they started their business.
On the other hand, I know a handful of extremely successful service business owners, who are making high 6 and 7 figure incomes every year (and rising) - and yet they don't work longer hours, their products and services are not magnitudes better than their competitors and they aren't geniuses!
So what is the difference between the successful businesses and the struggling businesses?
In a word: Marketing
Whilst there can be other factors that affect the ability of a business or practice to be successful, such as the economy, trends, cashflow and product/service quality or innovation, the number one difference between successful high-flying businesses and their struggling counterparts is good marketing.
Here is the lament of one survey respondent which is typical of the angst felt by service business owners who know they do a good job, but who don't understand why they don't have a queue of clients at their door:
"We know our products and services are good - we get great feedback from those clients we've worked with - but we still have trouble getting potential customers to buy in. Our services offer real benefits to clients but we are not as successful as we should be when we see what other companies offer (not as much) and yet are still very successful."
If you offer a quality service or product that produces great results for your customers or clients, and yet you're still struggling to get all the clients that you want or need, or to charge the fees you deserve, you probably have a marketing problem.
What do highly successful business owners do that others do not?
The first thing that they do is to realise that their primary objective is to build their practice or client base. In the words of Michael Gerber (who wrote The E-myth) they "work ON their businesses, not IN their businesses". What this involves is making the time to work on the business - in particular on marketing and product or service development, rather than spending all of their time handling clients, delivering services and dealing with administration.
They also look for areas where they can gain "leverage". Simply put, this means gaining maximum return for every hour they work. Instead of trading hours for pounds or dollars, they find ways to do the work once and get paid for it many times. They find ways to market their services one to many, instead of one to one (thus reducing marketing and sales effort and time). They delegate those activities which take up a lot of time (but which don't add much value in terms of moving the business forward) or which they are not skilled in such as admin, accounting, website maintenance and copywriting.
They also develop a success mindset, understand their strengths and weaknesses, take risks, innovate, hang out with other successful people and build a support network around themselves.
But above all, they learn how to market their businesses and create a marketing system that keeps a steady stream of prospects knocking at the door, without taking up all of their time!
Since starting my own business I've met many small business owners and what I've noticed is that the vast majority of them seem to just about get by, but few reach the level of success that they're actually capable of. Some of them end up failing altogether, some lurch from project to project, and some do OK, but never really achieve the success or lifestyle they envisioned when they started their business.
On the other hand, I know a handful of extremely successful service business owners, who are making high 6 and 7 figure incomes every year (and rising) - and yet they don't work longer hours, their products and services are not magnitudes better than their competitors and they aren't geniuses!
So what is the difference between the successful businesses and the struggling businesses?
In a word: Marketing
Whilst there can be other factors that affect the ability of a business or practice to be successful, such as the economy, trends, cashflow and product/service quality or innovation, the number one difference between successful high-flying businesses and their struggling counterparts is good marketing.
Here is the lament of one survey respondent which is typical of the angst felt by service business owners who know they do a good job, but who don't understand why they don't have a queue of clients at their door:
"We know our products and services are good - we get great feedback from those clients we've worked with - but we still have trouble getting potential customers to buy in. Our services offer real benefits to clients but we are not as successful as we should be when we see what other companies offer (not as much) and yet are still very successful."
If you offer a quality service or product that produces great results for your customers or clients, and yet you're still struggling to get all the clients that you want or need, or to charge the fees you deserve, you probably have a marketing problem.
What do highly successful business owners do that others do not?
The first thing that they do is to realise that their primary objective is to build their practice or client base. In the words of Michael Gerber (who wrote The E-myth) they "work ON their businesses, not IN their businesses". What this involves is making the time to work on the business - in particular on marketing and product or service development, rather than spending all of their time handling clients, delivering services and dealing with administration.
They also look for areas where they can gain "leverage". Simply put, this means gaining maximum return for every hour they work. Instead of trading hours for pounds or dollars, they find ways to do the work once and get paid for it many times. They find ways to market their services one to many, instead of one to one (thus reducing marketing and sales effort and time). They delegate those activities which take up a lot of time (but which don't add much value in terms of moving the business forward) or which they are not skilled in such as admin, accounting, website maintenance and copywriting.
They also develop a success mindset, understand their strengths and weaknesses, take risks, innovate, hang out with other successful people and build a support network around themselves.
But above all, they learn how to market their businesses and create a marketing system that keeps a steady stream of prospects knocking at the door, without taking up all of their time!
The Fun Of Starting A New Business
So you had that fantastic business idea, the one
that's going to be wildly successful and make you a fortune - even
better, you actually did something about it and started your own
business. Good for you! Not everyone gets that far. Most people sit and
day dream about what they might do if only ....
"The world is full of dreamers, there aren't enough who will move ahead and begin to take concrete steps to actualize their vision" - W. Clement Stone
But you got over the biggest hurdle, that first step and you actually created something.
Well done - you did more than most. Now you have the day to day details of running your business so how do you keep going?
There are several things to look at here:
1. What are you good at and what do you enjoy doing? Make two lists - one of the jobs you like and one of the jobs you don't do very well. Take the second list and have a look at what you might outsource or automate. Do you love doing those accounts or would your time be better spent in forward planning while your accountant does the sums? Must you personally reply to every enquiry or could you create a FAQ which you can post on your website and refer people to by autoresponder? In the early stages of your business you might find you don't have the money to pay someone to do the jobs you hate. Could you swap skills to get the help you need?
2. Why are you doing this? You need to be motivated to start a business and keep it going. The best way to do this is to know what the effort is for. What really moves you to get up in the morning and do what you need to do even when you don't really feel like it? Write your reasons down. Find pictures of that house, or that holiday and put them where you can see them.
3. How do you deal with those bumps in the road? Not everything you do will be perfect - sometimes things you've tried will be a disaster - it's the way you react to problems that matters. If you curl up in a ball and give up at the first sign of failure you'd better not be in business. It's all about attitude.
4. Have a plan and stick to it as far as possible but be prepared to be flexible and open minded. Sometimes the most unexpected opportunities come and you need to be ready to seize them. - as Joe Vitale says 'Money likes speed'.
5. Get a mentor - learn from someone who has done it. Someone to bounce ideas off and who can encourage you when things get tough is invaluable.
And most importantly, never let anyone put you down and never be afraid of failure:
"It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement; and who, at worst, if he fails at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat" - Theodore Roosevelt.
Don't ever forget that!
"The world is full of dreamers, there aren't enough who will move ahead and begin to take concrete steps to actualize their vision" - W. Clement Stone
But you got over the biggest hurdle, that first step and you actually created something.
Well done - you did more than most. Now you have the day to day details of running your business so how do you keep going?
There are several things to look at here:
1. What are you good at and what do you enjoy doing? Make two lists - one of the jobs you like and one of the jobs you don't do very well. Take the second list and have a look at what you might outsource or automate. Do you love doing those accounts or would your time be better spent in forward planning while your accountant does the sums? Must you personally reply to every enquiry or could you create a FAQ which you can post on your website and refer people to by autoresponder? In the early stages of your business you might find you don't have the money to pay someone to do the jobs you hate. Could you swap skills to get the help you need?
2. Why are you doing this? You need to be motivated to start a business and keep it going. The best way to do this is to know what the effort is for. What really moves you to get up in the morning and do what you need to do even when you don't really feel like it? Write your reasons down. Find pictures of that house, or that holiday and put them where you can see them.
3. How do you deal with those bumps in the road? Not everything you do will be perfect - sometimes things you've tried will be a disaster - it's the way you react to problems that matters. If you curl up in a ball and give up at the first sign of failure you'd better not be in business. It's all about attitude.
4. Have a plan and stick to it as far as possible but be prepared to be flexible and open minded. Sometimes the most unexpected opportunities come and you need to be ready to seize them. - as Joe Vitale says 'Money likes speed'.
5. Get a mentor - learn from someone who has done it. Someone to bounce ideas off and who can encourage you when things get tough is invaluable.
And most importantly, never let anyone put you down and never be afraid of failure:
"It is not the critic who counts, not the man who points out how the strong man stumbled, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best, knows in the end the triumph of high achievement; and who, at worst, if he fails at least fails while daring greatly, so that his place shall never be with those cold and timid souls who know neither victory nor defeat" - Theodore Roosevelt.
Don't ever forget that!
Can You Play the Drums?
When I was a child, all I wanted from life was to be able to play every instrument under the sun. Pretty lofty goal, right?
I spent a couple decades learning numerous instruments, a couple I mastered; with many of the instruments I considered myself an
average player, but that was ok – at least I could do it! Years went by, I kept learning new instruments, and I was very proud of myself.
One day, I decided it was time to learn the drums. I started with the snare drum, and I was fair at playing that. Next, the
tri-toms, the bass drum, symbols, and so on. Being the overachiever that I am, I decided one day to get a drum set. I
worked on it, day in and out, striving to make some sense out of this set of drums. I banged on them endlessly, struggling to find
my beat – to make them all work together while in my hands. My father, being a kind soul, walked in on me playing my drum set
and said, “You know, you look like a maniac flailing around over there.”
Skip forward several years later. I still have that drum set (in my shed), and I still play it occasionally. No set of lessons, books, or study seems to teach my feet and hands to move as they should with the drums. My beats end up half-witted, and I’ve resigned myself to the fact that 1) I can’t do it all myself and 2) If I need a drummer, I might as well hire a professional.
The moral of my story is, I know what I can and can’t achieve. The drums are not my ‘cup of tea’, but I know of several
individuals who are very good at the drums. This is true in my business as well; while I can keep my books and do my personal
taxes, when I put all of the accounting/bookkeeping together, I end up flailing like a maniac once again.
Many business owners seem to be under the assumption that they can do it all, that they can be the catch-all support that their
business needs. In my experience, this is only not true, but can also make your business look very unprofessional. Your ability to say, “I’m not a web designer” or “I’m not an accountant” or “I don’t know my head from a hole in the ground in regards to [fill in the blank]” will set your business apart from the crowd. I can
give you a great for instance: I know next to nothing about real estate. I know it has something to do with houses, mortgages,
listings, and showings; but what good does that do me? However, I know a friend of mine has ample experience in real estate, and this is her niche market. Thus, every inquiry I get about real estate I send to my friend.
We all forget at one time or another that we can’t do everything, and take on projects we are blatantly not qualified for. It is imperative that we not only find our niche market, but also figure out what we cannot accomplish successfully, and pass it on to someone who does.
I cannot play the drums, but I am a master at the flute and trombone. I cannot do bookkeeping/accounting, but am a whiz at
marketing and design. How about you?
I spent a couple decades learning numerous instruments, a couple I mastered; with many of the instruments I considered myself an
average player, but that was ok – at least I could do it! Years went by, I kept learning new instruments, and I was very proud of myself.
One day, I decided it was time to learn the drums. I started with the snare drum, and I was fair at playing that. Next, the
tri-toms, the bass drum, symbols, and so on. Being the overachiever that I am, I decided one day to get a drum set. I
worked on it, day in and out, striving to make some sense out of this set of drums. I banged on them endlessly, struggling to find
my beat – to make them all work together while in my hands. My father, being a kind soul, walked in on me playing my drum set
and said, “You know, you look like a maniac flailing around over there.”
Skip forward several years later. I still have that drum set (in my shed), and I still play it occasionally. No set of lessons, books, or study seems to teach my feet and hands to move as they should with the drums. My beats end up half-witted, and I’ve resigned myself to the fact that 1) I can’t do it all myself and 2) If I need a drummer, I might as well hire a professional.
The moral of my story is, I know what I can and can’t achieve. The drums are not my ‘cup of tea’, but I know of several
individuals who are very good at the drums. This is true in my business as well; while I can keep my books and do my personal
taxes, when I put all of the accounting/bookkeeping together, I end up flailing like a maniac once again.
Many business owners seem to be under the assumption that they can do it all, that they can be the catch-all support that their
business needs. In my experience, this is only not true, but can also make your business look very unprofessional. Your ability to say, “I’m not a web designer” or “I’m not an accountant” or “I don’t know my head from a hole in the ground in regards to [fill in the blank]” will set your business apart from the crowd. I can
give you a great for instance: I know next to nothing about real estate. I know it has something to do with houses, mortgages,
listings, and showings; but what good does that do me? However, I know a friend of mine has ample experience in real estate, and this is her niche market. Thus, every inquiry I get about real estate I send to my friend.
We all forget at one time or another that we can’t do everything, and take on projects we are blatantly not qualified for. It is imperative that we not only find our niche market, but also figure out what we cannot accomplish successfully, and pass it on to someone who does.
I cannot play the drums, but I am a master at the flute and trombone. I cannot do bookkeeping/accounting, but am a whiz at
marketing and design. How about you?
Here is the latest and accurate assistance relating to laptop bags.
Here is the
latest and accurate
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relating to laptop bags.
When you are on the lookout for
excellent
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you'll find it's complex
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how to judge the advice that is offered.
Here's a few tips which we sincerely believe you should use when you're searching for information about laptop bags. You need to understand that the advice we present is only relevant to web based information about laptop bags. We do not offer you any advice or guidance for conducting research offline.
A good hint to follow when offered help or advice concerning a laptop bags site would be to confirm the sites ownership. This could reveal the people behind the website laptop bags authority The quickest way to work out who owns the laptop bags web site is to find the sites 'about' page.
All decent sites providing information on laptop bags, will nearly always have an 'about' or 'contact' page which will record the owner's details. The info should make known major points about the site owner's capability. This permits you to make an informed assessment about the vendor's education and practical knowledge, to give recommendations about laptop bags.
Here's a few tips which we sincerely believe you should use when you're searching for information about laptop bags. You need to understand that the advice we present is only relevant to web based information about laptop bags. We do not offer you any advice or guidance for conducting research offline.
A good hint to follow when offered help or advice concerning a laptop bags site would be to confirm the sites ownership. This could reveal the people behind the website laptop bags authority The quickest way to work out who owns the laptop bags web site is to find the sites 'about' page.
All decent sites providing information on laptop bags, will nearly always have an 'about' or 'contact' page which will record the owner's details. The info should make known major points about the site owner's capability. This permits you to make an informed assessment about the vendor's education and practical knowledge, to give recommendations about laptop bags.
Outside The Box
Outside The Box
Thinking "outside the box" or as it is sometimes called, "coloring outside the lines" is a popular idea in the business world today. People and organizations are told to think outside the box or color outside the lines as a way to stimulate creativity when they need to solve problems like streamlining production, establishing a new product, or developing a new process. And it's true that creativity and innovation often arise from unexpected and unconventional thinking.
But there is a serious problem with trying to apply such thinking too broadly.
For instance, creativity is valued in art and advertising, but not in banking and accounting. An accounting firm recently ran an ad suggesting that it could think "outside the box." Do you really want your business to be associated with creative accounting? Aren't accountants supposed to put the numbers in the right box? Wasn't creative accounting a serious problem for Enron?
In reality, clear thinking and the creativity that it produces are rarely a matter of thinking outside the box. And coloring outside the lines is for the most part just sloppy workmanship. The art of clear thinking is a matter of putting thoughts in to the right boxes or categories. Clear thinking is a matter of mental organization. Conversely, sloppy thinking involves the confusion of categories, of putting ideas into the wrong boxes or not putting them in order at all. Is a child who will not straighten his or her room creative or just sloppy? There is a significant difference. While creativity sometimes looks sloppy to an outside observer, it does not issue from sloppiness.
Picasso was a creative artist.
But his creativity was not a matter of the art he produced. In reality his abstract work is technically sloppy. It looks like the work of a child. Picasso could sell his abstract art only because he had previously established himself as an artist who could color inside the lines very well. Had he not first proven his artistic talent in the traditional way, his abstract art would have been worth much less. He used his reputation as a traditional artist to establish a new direction in art. He didn't so much color outside the box, as he expanded the boundaries and definition of the box. But the point is that his abstract creations were valuable only because of his proven abilities in the traditional arts.
Contrast my own efforts to establish myself as an abstract artist. My art has gone unnoticed because I have not been able to prove myself as a traditional artist. Not that I actually tried to do so, but I am using myself as an example to make the point. The creativity of a novel idea requires the discipline of order and structure to be valuable. Picasso's art is valuable because he was an accomplished painter who intentionally colored outside the lines. My art is not valuable because I am not an accomplished painter and I accidentally color outside the lines. While the two products may look similar, the difference is critical.
Creativity is more than breaking the rules.
Similarly, Joseph Heller was able to break the rules of English grammar in his book, Something Happened (Scribner, 1974), only because he was intimately familiar with them. Having taught English at the University of South Carolina, he was a master of grammar. And only out of his expertise could he creatively exploit, expand and redefine the boundaries of grammar. And so it is with regard to thinking outside the box.
Thinking outside the box apart from being able to think inside the box is worthless.
Such thought is just plain sloppy. Thus, the suggestion that creativity lies in the ability to think outside the box is mostly nonsense. Creativity issues from talent, ability and discipline. Talent must be forged and shaped on the anvil of discipline in order to develop ability. Great ability is always the result of study, discipline and practice.
Creativity is more a matter of seeing that the boxes themselves are inadequate and suggesting a better arrangement or a better definition. Creativity doesn't simply discard the boxes, it redefines and/or rearranges them after becoming intimately familiar with them. Real creativity is always the fruit of discipline and order. Creativity, in order to be genuinely creative and not simply sloppy disorganization, must emerge out of discipline and order as an intentional effort.
While a creative idea often comes unbidden out of unexpected places, it requires discipline, study and order to make something of it. Apart from discipline and order, what passes for creativity is nonsense, and to suggest otherwise actually undermines and/or weakens the creative process.
What does this mean for our industry? Distributors and suppliers should apply themselves to mastering the basics before attempting to break the rules in the name of creativity. Don't start outside the box. First, establish your ability to think within the box. Master the rules before you suggest breaking them. For example, before a distributorship presents a wild, innovative concept to a client for a campaign, it should first establish its expertise with campaigns and/or ideas that have a track record of yielding good ROI. Designers, artists, and copy writers should establish their mastery of basics before experimenting outside the box. For the most part the important stuff is inside the box.
Thinking "outside the box" or as it is sometimes called, "coloring outside the lines" is a popular idea in the business world today. People and organizations are told to think outside the box or color outside the lines as a way to stimulate creativity when they need to solve problems like streamlining production, establishing a new product, or developing a new process. And it's true that creativity and innovation often arise from unexpected and unconventional thinking.
But there is a serious problem with trying to apply such thinking too broadly.
For instance, creativity is valued in art and advertising, but not in banking and accounting. An accounting firm recently ran an ad suggesting that it could think "outside the box." Do you really want your business to be associated with creative accounting? Aren't accountants supposed to put the numbers in the right box? Wasn't creative accounting a serious problem for Enron?
In reality, clear thinking and the creativity that it produces are rarely a matter of thinking outside the box. And coloring outside the lines is for the most part just sloppy workmanship. The art of clear thinking is a matter of putting thoughts in to the right boxes or categories. Clear thinking is a matter of mental organization. Conversely, sloppy thinking involves the confusion of categories, of putting ideas into the wrong boxes or not putting them in order at all. Is a child who will not straighten his or her room creative or just sloppy? There is a significant difference. While creativity sometimes looks sloppy to an outside observer, it does not issue from sloppiness.
Picasso was a creative artist.
But his creativity was not a matter of the art he produced. In reality his abstract work is technically sloppy. It looks like the work of a child. Picasso could sell his abstract art only because he had previously established himself as an artist who could color inside the lines very well. Had he not first proven his artistic talent in the traditional way, his abstract art would have been worth much less. He used his reputation as a traditional artist to establish a new direction in art. He didn't so much color outside the box, as he expanded the boundaries and definition of the box. But the point is that his abstract creations were valuable only because of his proven abilities in the traditional arts.
Contrast my own efforts to establish myself as an abstract artist. My art has gone unnoticed because I have not been able to prove myself as a traditional artist. Not that I actually tried to do so, but I am using myself as an example to make the point. The creativity of a novel idea requires the discipline of order and structure to be valuable. Picasso's art is valuable because he was an accomplished painter who intentionally colored outside the lines. My art is not valuable because I am not an accomplished painter and I accidentally color outside the lines. While the two products may look similar, the difference is critical.
Creativity is more than breaking the rules.
Similarly, Joseph Heller was able to break the rules of English grammar in his book, Something Happened (Scribner, 1974), only because he was intimately familiar with them. Having taught English at the University of South Carolina, he was a master of grammar. And only out of his expertise could he creatively exploit, expand and redefine the boundaries of grammar. And so it is with regard to thinking outside the box.
Thinking outside the box apart from being able to think inside the box is worthless.
Such thought is just plain sloppy. Thus, the suggestion that creativity lies in the ability to think outside the box is mostly nonsense. Creativity issues from talent, ability and discipline. Talent must be forged and shaped on the anvil of discipline in order to develop ability. Great ability is always the result of study, discipline and practice.
Creativity is more a matter of seeing that the boxes themselves are inadequate and suggesting a better arrangement or a better definition. Creativity doesn't simply discard the boxes, it redefines and/or rearranges them after becoming intimately familiar with them. Real creativity is always the fruit of discipline and order. Creativity, in order to be genuinely creative and not simply sloppy disorganization, must emerge out of discipline and order as an intentional effort.
While a creative idea often comes unbidden out of unexpected places, it requires discipline, study and order to make something of it. Apart from discipline and order, what passes for creativity is nonsense, and to suggest otherwise actually undermines and/or weakens the creative process.
What does this mean for our industry? Distributors and suppliers should apply themselves to mastering the basics before attempting to break the rules in the name of creativity. Don't start outside the box. First, establish your ability to think within the box. Master the rules before you suggest breaking them. For example, before a distributorship presents a wild, innovative concept to a client for a campaign, it should first establish its expertise with campaigns and/or ideas that have a track record of yielding good ROI. Designers, artists, and copy writers should establish their mastery of basics before experimenting outside the box. For the most part the important stuff is inside the box.
Press Release UCLA Alumni Association Retains the Accounting Firm of Singer Lewak Greenbaum and Goldstein, LLP
The UCLA Alumni Association today announced that they have selected the accounting firm of Singer Lewak Greenbaum & Goldstein, LLP (SLGG) as its new independent auditor.
Los Angeles, CA July 17, 2004 -- The UCLA Alumni Association today announced that they have selected the accounting firm of Singer Lewak Greenbaum & Goldstein, LLP (SLGG) as its new independent auditor. SLGG, a leading regional CPA & Management Consulting firm, provides accounting, tax and management consultant services for a broad range of clients including individuals, family-owned businesses, private and public companies as well as nonprofit organizations.
"The Association is entering an exciting new phase in its history. We wanted a firm with roots in the Los Angeles community, a depth of resources and the adaptability necessary to support a dynamic organization's business requirements while ensuring the finest audit support available. SLGG has a solid reputation for professionalism and service with proven expertise," said Keith Brant '83, M.A. '88, Ph.D. ’95, assistant vice chancellor, alumni relations and executive director, UCLA Alumni Association
"We are excited to work with the UCLA Alumni Association, strengthening further our ties to UCLA community. We look forward to growing together as we help this innovative and award-winning Association achieve its vision to serve more than 300,000 UCLA alumni," said Lewis Sharpstone, partner in charge of nonprofit practice group at SLGG.
About SLGG
Singer Lewak Greenbaum & Goldstein LLP is the largest certified public accounting firm headquartered in Los Angeles, California. Established in 1959, the firm has grown to more than 150 professionals and support staff. Today we serve a broad range of clients ranging from individuals to family-owned businesses to public companies of all sizes. Singer Lewak Greenbaum & Goldstein, LLP has offices in Los Angeles, Santa Ana, and Ontario, California. For information, visit www.slgg.com.
About UCLA Alumni Association
One of the top organizations of its kind in the world, the UCLA Alumni Association boasts more than 88,000 members and serves as liaison between UCLA and its more than 300,000 living alumni around the world. Founded in 1936, the Association is proud of its long history of developing support for UCLA and its mission in the Los Angeles community and throughout California while offering UCLA alumni a wide array of services, ranging from professional networking to educational travel. For information about the Association, visit www.UCLAlumni.net.
After the latest and accurate help in relation to accountancy.
When you are looking for high-class advice
concerning accountancy, it will be hard sorting out the best information
from foolish accountancy proposals and guidance so it's best to know
ways of moderating the information offered to you.
NetSuite: Small Business Accounting
NetSuite offers an integrated online accounting application with ecommerce, sales, inventory, shipping and support. Free Trial.
Now we would like to offer you some advice which we advise you to use when you are searching for information about accountancy. You need to realize the guidance we put forward is only pertinent to internet based information concerning accountancy. We don't really offer any direction or assistance when you are also conducting research in books or magazines.
OpenPro: Web Based Accounting
Offers Web-based, open source ERP accounting system with financials, supply chain, manufacturing, CRM and ecommerce features.
An interesting tip to pursue when you're presented with information and suggestions on a accountancy website would be to determine who owns the site. Doing this could reveal the owners accountancy credibility The easiest way to reveal who owns the accountancy web site is to find the sites 'about' page.
Any reputable site providing information concerning accountancy, will always have contact information which will record the site owner's contact details. The details should make known some key points concerning the owner's requisite knowledge. You can then arrive at a decision about the webmaster's depth of experience, to offer guidance about accountancy.
NetSuite: Small Business Accounting
NetSuite offers an integrated online accounting application with ecommerce, sales, inventory, shipping and support. Free Trial.
Now we would like to offer you some advice which we advise you to use when you are searching for information about accountancy. You need to realize the guidance we put forward is only pertinent to internet based information concerning accountancy. We don't really offer any direction or assistance when you are also conducting research in books or magazines.
OpenPro: Web Based Accounting
Offers Web-based, open source ERP accounting system with financials, supply chain, manufacturing, CRM and ecommerce features.
An interesting tip to pursue when you're presented with information and suggestions on a accountancy website would be to determine who owns the site. Doing this could reveal the owners accountancy credibility The easiest way to reveal who owns the accountancy web site is to find the sites 'about' page.
Any reputable site providing information concerning accountancy, will always have contact information which will record the site owner's contact details. The details should make known some key points concerning the owner's requisite knowledge. You can then arrive at a decision about the webmaster's depth of experience, to offer guidance about accountancy.
How to Choose the Right Accounting Software for Your Business
With any good luck and a good amount of hard work,
you're having the same problem many business owners today are facing.
Your business is growing rapidly and you're having problems controlling
your finances. Time and time again, that Microsoft Excel spreadsheet
you've been using just isn't getting the job done for you.
So, you’ve decided that you’re ready to take the next step, and buy a full-featured accounting software program. Many options are available to choose from, but I believe the best solutions to be Quicken Premier Home and Business by Intuit, QuickBooks Pro also by Intuit, and Peachtree Accounting by Sage. In order to decide on the right package for you, you need define the type of business that you operate.
With the rise of self-employment (businesses with one or more owners but no paid employees) a need has arisen to manage business and personal finances on one platform. Intuit has released Quicken 2005 Premier Home and Business to fill this need.
This software is perfect for the small business owner who receives income from investments, real estate, and/or internet
marketing. Also, Quicken 2005 Premier Home and Business is well priced at only $89.95.
For more typical brick-and-mortar business owners, you will usually need a more robust solution like QuickBooks Pro or
Peachtree Accounting for functions like payroll reporting and check producing. Each piece of software has its advantages,
but don't forget that QuickBooks has been the standard in business accounting software for many years now. As for features and basic operations, both applications will provide you the same functionality and convenience for your business.
One additional factor to consider in your decision is that Peachtree Accounting is less expensive than QuickBooks. Both
starter versions of Peachtree and QuickBooks are priced at $99.95 each, but the full-featured version of Peachtree is priced at only $199.95 while the full-featured QuickBooks Pro is priced at $299.95.
At the end of the day, the biggest advantage QuickBooks offers over Peachtree is compatibility with other applications. For example, most commercial banks (Bank of America, SunTrust, etc...) provide you with files designed to work directly with
QuickBooks, so that you can read, study, and decipher transaction details. Also, some banks will allow you to update account information in real-time with QuickBooks. Check with your bank to see what accounting software their online services support, and you should be able to make your decision.
So, you’ve decided that you’re ready to take the next step, and buy a full-featured accounting software program. Many options are available to choose from, but I believe the best solutions to be Quicken Premier Home and Business by Intuit, QuickBooks Pro also by Intuit, and Peachtree Accounting by Sage. In order to decide on the right package for you, you need define the type of business that you operate.
With the rise of self-employment (businesses with one or more owners but no paid employees) a need has arisen to manage business and personal finances on one platform. Intuit has released Quicken 2005 Premier Home and Business to fill this need.
This software is perfect for the small business owner who receives income from investments, real estate, and/or internet
marketing. Also, Quicken 2005 Premier Home and Business is well priced at only $89.95.
For more typical brick-and-mortar business owners, you will usually need a more robust solution like QuickBooks Pro or
Peachtree Accounting for functions like payroll reporting and check producing. Each piece of software has its advantages,
but don't forget that QuickBooks has been the standard in business accounting software for many years now. As for features and basic operations, both applications will provide you the same functionality and convenience for your business.
One additional factor to consider in your decision is that Peachtree Accounting is less expensive than QuickBooks. Both
starter versions of Peachtree and QuickBooks are priced at $99.95 each, but the full-featured version of Peachtree is priced at only $199.95 while the full-featured QuickBooks Pro is priced at $299.95.
At the end of the day, the biggest advantage QuickBooks offers over Peachtree is compatibility with other applications. For example, most commercial banks (Bank of America, SunTrust, etc...) provide you with files designed to work directly with
QuickBooks, so that you can read, study, and decipher transaction details. Also, some banks will allow you to update account information in real-time with QuickBooks. Check with your bank to see what accounting software their online services support, and you should be able to make your decision.
Surprise Accounting is the Hot New Major
There was a time when accounting was the boring
college major that many people regretted signing up for. A constant
barrage of numbers, statistics and spreadsheets was none too
interesting.
Boy, have times changed! Thanks to recent accounting scandals by companies like Enron, there is a high demand for accountants and auditors.
According to the Job Outlook 2005 survey, accounting comes out on top as the most in-demand major on college campuses. Forget dot com start ups. Cleaning up a company’s accounting books is what’s in.
But can accounting be sexy?
“All the focus on accounting created a perception to students that accounting matters and is perhaps even sexy,” says Ira Solomon, head of the department of accountancy at the University of Illinois at Urbana-Champaign.
Colleges are scrambling to find more accounting teachers and professors to replace those retiring. Not an easy task, since there are twice as many accounting faculty openings than applicants to fill them.
Here are the top 10 most in-demand college majors as surveyed by the National Association of Colleges and Employers (NACE):
1) Accounting
2) Electrical Engineering
3) Mechanical Engineering
4) Business Administration/Management
5) Economics/Finance
6) Computer Science
7) Computer Engineering
8) Marketing/Marketing Management
9) Chemical Engineering
10) Information Sciences and Systems
If you’re good with numbers and a stickler for details, you might want to consider accounting as a good career choice. However, you’ll probably have to take a number and wait in line behind all those other future accountant hopefuls.
Boy, have times changed! Thanks to recent accounting scandals by companies like Enron, there is a high demand for accountants and auditors.
According to the Job Outlook 2005 survey, accounting comes out on top as the most in-demand major on college campuses. Forget dot com start ups. Cleaning up a company’s accounting books is what’s in.
But can accounting be sexy?
“All the focus on accounting created a perception to students that accounting matters and is perhaps even sexy,” says Ira Solomon, head of the department of accountancy at the University of Illinois at Urbana-Champaign.
Colleges are scrambling to find more accounting teachers and professors to replace those retiring. Not an easy task, since there are twice as many accounting faculty openings than applicants to fill them.
Here are the top 10 most in-demand college majors as surveyed by the National Association of Colleges and Employers (NACE):
1) Accounting
2) Electrical Engineering
3) Mechanical Engineering
4) Business Administration/Management
5) Economics/Finance
6) Computer Science
7) Computer Engineering
8) Marketing/Marketing Management
9) Chemical Engineering
10) Information Sciences and Systems
If you’re good with numbers and a stickler for details, you might want to consider accounting as a good career choice. However, you’ll probably have to take a number and wait in line behind all those other future accountant hopefuls.
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