Time is money. We all know that. But do you know how much your time is worth? I recently helped a self-employed client work out this cost, and thought I’d share the process.

The starting point is to work out how much it costs to “keep you alive” each month. This should include your rent or mortgage, your utility costs, average food bill, travel costs, a contribution to a small annual holiday, and a little contingency “just in case”. Let’s say, for example, that this amounts to £1,200.

You now multiply this cost by 12 to get your annual cost: £14,400.

Assuming an average working year of 220 days, you need to earn just over £65 every day to stand still. However, that’s after paying tax. So your gross earnings would need to be in the region of £80 per day.

So assuming an 8 hour day, it costs you £10 an hour to sit still.

It might not sound much, but every hour you don’t earn means you have to earn more in the other hours. Let’s say you only earn in 60% of the time. You need to charge about £135 a day, or £17 per hour.

So when you sit down to read or do something that you are not being paid for, ask yourself, is it worth £17 per hour?

I read this phrase in a book recently, and it has stuck with me. The context was not about where I was physically, but in time. Do I spend time thinking about the past, the present, the future, or some combination of them?

What kind of questions do you ask? Are they about the future:

What’s for dinner, What’s happening next, What do I want from…

Or about the past:

What was I doing when, Can you remember why, When did we…

There is no right or wrong. But the kind of questions you ask do reveal a lot about the kind of person you are. Are you a reflective person, who analyses the past to make sense of the world? Or the kind of person who is always starting from today, and thinking about the future?

Both types have their place in the world, and although they may have difficulties relating to each other (!), they need to understand the relevance of the other person’s point of view.

In business, everyone knows you must spend time thinking about the future. You have also got to be realistic about the past and present.

Think about the last meeting you were part of. How much time did you spend talking about things that happened in the past, and how much about what you were going to do in the future? Was the balance right?

I’m willing to bet that your business has only got 3 problems:

1. Not enough money
2. Not enough time
3. Not enough good staff

I’m also willing to bet that no business has ever solved these problems. Like it or not, we only have the resources that we have. And it’s rare that we consider them enough. And yet every day businesses succeed and grow.

Not enough money
I once bought a one way ticket to Los Angeles, and landed there with just $50 in my pocket. I was young and naive enough to believe that I’d be ok. You don’t need lots of money to achieve your ambition, just pure bloody mindedness, and self belief.

Not enough time
Demands on our time have never been greater; everyone wants to grab our attention. Achieving a perfect work-life balance is a goal that always seems just out of reach. Life is, and always has been difficult. Have you worked out what’s important to you? Do you give your time to the things that matter most?

Not enough good staff
It’s tempting to believe that no-one does it as well as you do. No-one may do it quite like you do, but isn’t quality a judgement made by the customer, not the salesman?

All this sounds like a case of tough love, but in business (as in most walks of life) we need to make the most of what we actually have, not what we would like to have.

If you would like some help looking at what you have, and checking that you are making the most of your resources (money, time and staff!), let me know.

Talking over the MP expenses story with some friends, there seem to be two issues:
The rules for reclaiming expenses, and
The administration of the rules.

I believe that the rules are probably about right, possibly a bit generous, but basically right. The governing document makes it very clear what should, and should not, be claimed, and why.

However, I have major issues with the way in the rules were administered. Greed and maladministration have allowed MP’s to claim for items that do not fall within the rules they themselves set. Quite clearly, not only did some MP’s break their own rules, but the laws of the land as well.

This is not a modern problem, in AD130 Juvenal wrote, “Sed quis custodiet ipsos Custodes?” (But who will guard the guards themselves?).

There is no perfect system. But there is a compelling case for better independent scrutiny.

Listening to the radio today, I was struck by the speaker’s complaint about how “the credit crunch” was still causing problems to his business.

It got me thinking. What was really at the heart of his problem?

The Credit Crunch refers to a bank’s unwillingness to lend money. Was he looking for a loan? If so, what for? To invest in greater capacity? To launch a new line of products or services? To help with poor cashflow?

If it was the last reason, I can understand the bank’s reluctance to lend, and crunch his credit.

Banks have not helped themselves in recent months, but their core purpose remains the same: to lend money to businesses. In return they expect a profit on their investment.

If you are having difficulties convincing your bank to lend money to you, maybe it’s because of something you need to do, or say.

If you need help talking to your bank, let me know. I might be able to help.

I presented a seminar last night to a group of business managers in Derby on the above subject. So that we all got to the pub at a reasonable time, I covered a few key points:

• Ask yourself every day: “Am I doing the things today that will ensure my business is here in 12 months time? “
• If you are not doing things that are about your business being here in 12 months time, why are you doing it?
• Understand the difference between cash and profit – you can make a loss and make money, and you can make a profit and lose money.
• Learn what the Balance Sheet is.
• Write down what your business is for in less than 20 words. Print it out, laminate it, and stick it above your desk.
• A bit of luck can go a long way.

These all seemed a bit obvious when I was preparing the talk, but after the presentation the audience reminded me how easy it is to forget the basics.

Much is being said in the media these days about what economic recovery will look like. I suspect that life is too complicated to find generalised answers to this question, and that we are better looking at more specific areas.

One measurement of economic output I was told about many years ago was the “crane count”.

Very simply, how many cranes can you see on the skyline of your city?

Each crane represents an army of workers delivering a building project. Each one represents confidence in investment. There is no such thing (unless I’m much mistaken) as an idle crane.

How many cranes can you count, and are there more, less or about the same as this time last year?

With thanks to Martins Money Tips (www.moneysavingexpert.com) , welcome to the new tax year, here is a brief summary of the highlights (last year’s figures are in brackets).

The good:

Personal allowance UP! Every man, woman and child can now earn £6,475 (£6,035) before paying income tax. For those aged 65-74, it’s £9,490 (£9,030), and for over-75s, £9,640 (£9,180).

Basic rate tax threshold UP. You now pay 20% tax on the first £37,400 (£34,800) over the personal allowance, meaning under 65s hit the higher 40% rate at £43,875 (£40,835).

National insurance start point UP. You now need to earn £110 per week (£105), before paying for NI, usually 11%.

State pension UP. It’s £95.25 (£90.70) a week for a single person.

Pension credit UP. The minimum guaranteed income’s now £130 for single pensioners (£124.05), and £198.45 for couples (£189.35).

New Health in Pregnancy Grant. All pregnant women will get a non-means-tested £190 in their 25th week.

Inheritance tax threshold UP. You can leave £325,000 (£312,000) tax-free.

And the not so good:

Fiscal drag. This isn’t Alistair Darling in women’s clothes, it’s when increased allowances aren’t as generous as they seem. If wages and/or inflation increase by more than the allowances, effectively the government gets more tax revenue anyway, and the real value of the increase is less.

National insurance upper earnings UP.  You will pay 11% NI on earnings up to £43,888 a year (£40,040) and 1% above that.

ISA limits. No change. Yet again, the amount savable tax-free hasn’t increased with inflation or earnings.

Child Tax Credit family element. No change. Many families get this, and the freeze at £545 is an effective cut. Yet the means-tested element has increased to £2,235.

Remember to take proper advice before making any decisions…

www.moneysavingexpert.com is a great source of advice and help to those seeking to save money.

Cashflow is the heartbeat of every business. Books have been written on the subject – but what lies at the heart of the topic? Talking to a client today, we discussed cashflow in terms of certainty, which seemed to strike a chord, which made me want to share the conversation.

We saw two models of cashflow; the first is usually called the budget, and includes everything you hope will happen. The second (and possibly more important) is the real cashflow, and should only include figures where certainty is close to 10 out of 10.

Certainty of expenditure is pretty easy to plot, wages, rent, telephone bills, they all fall due with depressing regularity.

Certainty of income is far less simple. Not only should the value of the income be certain, so also should its timing. You may know you are expecting a cheque for £5,000, but when exactly will the funds clear your bank account?

When it comes to your cashflow, make sure you are dealing with certainty, not hope.

A good management accountant is worth their weight in gold. Not because they will generate sales, or improve your PR, but because they will keep you focused on what is really important to the long term survival of your business.

It doesn’t matter whether you are a sole trader, have a turnover of £100k, £100M, or are the Chancellor of the Exchequer, the same principles apply:

• Create Key Performance Indicators that are relevant to, and understood by, all those involved – and don’t just focus on the financial KPI’s. Take advice on KPI’s, you need to be objective.
• Identify what KPI’s are leading indicators, and which are lagging indicators.
• Use qualitative and quantitative measures. Ask for suggestions, and not just from those within your organisation.
• Be aware of how KPI’s affect people, and how change makes them feel.
• Know the difference between making an investment, and incurring an expense.

When the world around you appears to be losing its way, make sure you have someone who is prepared to talk to you about the reality of your financial priorities.