I was talking to a client today about how they should structure their companies (they operate a charity and a trading company). The answer lies in what they want to achieve, and to work backwards from there. The answer may be wrong, but the premise they base the decision on will be right.

When faced with a difficult decision, I learnt a long time ago that the best way of deciding was to toss a coin, having decided what to do if the coin lands heads up (it works best if there are only two possible solutions!). The hard bit is to listen to the little voice in your head that tells you whether you are glad, or sorry, with the result. Rather than go with the coin, always trust your gut reaction to the result.

This would suggest that we know what to do all along; it’s just that too often other factors crowd our thinking, making decisions harder to reach.

Even in business, unless there are compelling reasons to take one course of action over another, there seems to be a lot of sense in going back to the reasons why you are in business, remembering what you want to achieve, and start from there.

Much has been written about the “demise” of the Birmingham Post, and the genuine concern at what will happen to the journalists who are losing their jobs. I sincerely hope that those skilled at writing will find new employment, albeit in a different market. I would far rather read, or listen, to someone who knows their subject and can present it well, than someone who writes and broadcasts just because they can.

The proliferation of Blogs, and the ability for anyone to write when, and on whatever subject they choose, has been cited as the end of quality reporting. I would disagree. I have more faith in readers and listeners exercising their choice to read and listen to what they like, and to switch off what they don’t like.

I also believe that there is a duty for those who know what is going on to share their knowledge and expertise.

• 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.

I have had a few meetings recently with people looking to start a business. Some of the businesses were start-ups, some were buy-outs.

As a freelance FD, I was asked if the idea stood a chance of succeeding financially.

What we very quickly got down to was not CAN they make a success of the idea, but do they WANT to make a success of the idea.

Without the will to succeed, it’s very unlikely you will succeed.

With a determination to succeed, even average ideas stand a good chance of making money.

http://cstadvertising.com/blog/2008/12/17/creative-rejection/

My maths teacher told me that everything was easy when you knew how.

Having learnt this, (pretty quickly as it happens, but then he was an inspirational teacher!) I have spent the rest of my life trying to work out how everything worked.

Those that expect life and success to be handed to them on a plate will either be very lucky or very disappointed.

There’s a great quote (I forget by who) about the balance between inspiration and perspiration.

Life isn’t easy, but by being persistent and ambitious, who knows how successful you can be.

http://www.charityfinance.co.uk/home/content.php?id=2424&pg=&cat=58

Who is asking the hard questions in your organisation?

Raised a chicken and egg question: which come first, the housing or the jobs? This is made particularly tough by the fact that each is “managed” by a different body. How quickly can a local authority react to a change in business needs? Would you locate to where the staff are, or base yourself in a place you like to live? Which can be changed quicker: the skills, or the availability of staff?

Must be a tough job predicting what we will need in 10 years time when most folk don’t know what they will have in 10 weeks time.

How is it the city still has an air of despondency, why can’t it find the key to successfully promoting itself, what will it take for outsiders to take it seriously?

It struck me that there is a comparison with our economy at the moment. On the surface, it’s all doom, gloom and despair, and yet underneath there is a vibrant and enthusiastic marketplace.

What will it take to change the perception? Maybe those who exist to make money at other people’s expense need to visit Coventry.