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Analysis for Managers: Cash Flow

Posted on May 30, 2017 by Gary

Analysis for Managers: Cash Flow

Have you ever been confused at the fact that you can sit at your desk and wonder, “How on Earth am I going to make payroll?” and yet the P&L (Profit and Loss statement) your accountant or QuickBooks just showed you says that your company is turning a healthy profit?

Welcome to cash flow problems!

This won’t be a completely comprehensive article on the subject but it should be enough to at least get you started or pique your interest. And for many, this will just be a quick review.

Below are four key points regarding the ever important concept of cash flow.

First: Understanding why cash flow analysis is important

Jonathan Moreland put it well when he said:

“At least as important as a company’s profitability is its liquidity – whether or not it’s taking in enough money to meet its obligations. Companies, after all, go bankrupt because they cannot pay their bills, not because they are unprofitable. Now, that’s an obvious point. Even so, many investors routinely ignore it. How? By looking only at a firm’s income statement and not the cash flow statement.”

A cash flow statement removes the noise of accrual accounting and helps us talk in terms of money in the bank here and now. This is essential because in business, “cash is king.”

Second: Building a cash flow statement

In most cases your accountant will be able to do this for you (but you may need to request it!) and oftentimes your small business accounting software will build one automatically. Do some clicking to find out.

For those who want to take on the exercise themselves (which is a fantastic way to truly understand), here is a helpful link.

Third: Analyze the information

The cashflow statement will end up giving you four net figures:

Cash flows from operations – how much money your company brings in and out during it’s day-to-day operations
Cash flows from investing activities – how much money your company brings in and out as a result of investments such as capital expenditures, purchase of securities, etc.
Cash flows from financing activities – how much money your company brings in and out from loans, outside investor capital, issuance of dividends, etc.
Net cash flows – the sum of them all, or the total net cash in the door

In addition to a standalone look at these metrics, another key here is benchmarking. You can compare to previous periods, other areas of the business or against key competitors in your industry. Just make sure that you’re using strategic benchmarking, or benchmarking against the best-in-class, rather than just an industry average. A good place to find industry benchmarking data online is found here.

Fourth and finally: Take action!

Now that you see where you’re netting positively or negatively in a given timeframe, or that you tend to dip into the red during certain periods of the year (using multiple period comparisons) or perhaps that you have some headroom when considering best-in-class performance, take action!

One important action you can take is to manage a cash flow budget. This can be as simple as listing your actual cash inflows and outflows over future time periods to forecast where there might be trouble. Then, have the discipline to either wait to spend or bring in some more cash.

After all is said and done, profit is still important but understanding exactly the money flowing in and out the door is equally as such (if not more). We hope this information has been helpful and that with this new skill set (or quick refresh) you can avoid that awful feeling of not having enough to make payroll and that you can have the power to grow your business into the future.

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Leadership Series: Negotiating

Posted on December 22, 2016 by Gary

Leadership Series: Negotiating

“Negotiating? Well, that’s not for me. I’m not a salesman, lawyer or politician. Surely negotiating isn’t important in leadership.”

The authors or “Getting to Yes” disagree. Their best seller starts:

“Like it or not, you’re a negotiator. Negotiation is a fact of life. You discuss a raise with your boss. You try to agree with a stranger on a price for his house.” You negotiate with your co-workers on where capital investment should be allocated and what new products to deploy. Or, to provide two more examples from Getting to Yes, perhaps you’re trying to mutually agree with your spouse on where to go for dinner or with you kids on what time they should go to bed (not so easy when the other party’s position is “never!“)

No matter in what situation you find yourself negotiating, the situation should not end up as a positional “haggle-fest.” An example of which would be opening up with a low ball offer that’s countered with a high ball rejection, only to whittle its way to somewhere in the middle or to end in no agreement at all. Just bitter feelings.

That’s when the authors of Getting to Yes suggest using “principled negotiation.” Principled negotiation is focused on four main things: 1) People – separating the people from the problem; 2) Interests – focusing on interests, not positions; 3) Options – developing multiple options for mutual gain, and; 4) Criteria – insisting that the result be based on some objective standard. Following is a brief discussion on each.

People:

Negotiations are always centered around some sort of problem but the person on the other side of the table is not that problem. We must neither be soft and weak in fear of hurting a relationship, which usually ends in feelings of unfairness on the part of the party who gives up most, nor should we take a brash, harsh, bullying approach. We must separate the people from the problem and address them both separately.

Interests:

When we focus on what both parties are interested in, we don’t need to take ego building positions that give a sense of winning or losing to each side. We can focus on mutual benefit and gain. And this step is essential to frame the next principle.

Options:

Rarely is there only one “perfect” option to agree upon. So, invent multiple and discuss them with the other party. This helps both sides know that the best option for mutual gain has been searched for and selected.

Criteria:

Finally, the result can’t be based on feeling or what is perceived to be fair but should be based off of some sort of what the authors call “objective standards.” This might be determined by “market value, expert opinion, custom, or law” or any other number of criteria that remove personal opinion and introduce facts, evidence or support.

Now, armed with these principles, you’re better prepared to separate the people from the problem, focus on the interests of both parties, come up with multiple options and base your negotiating on objective criteria.

Good luck and we wish you the best this holiday season.

Merry Christmas and Happy New Year!

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Leadership Series: Change Management

Posted on November 30, 2016 by Gary

Leadership Series: Change Management

John F. Kennedy once taught an important principle:

“Change is the law of life. And those who look only to the past or present are certain the miss the future.”

Inviting change, handling change and perhaps most importantly leading change are essential capabilities of influential leaders. So today, we’ll discuss five principles of what business strategists and behavioral economists have called, “Change Management.” See more at http://www.strategy-business.com/article/rr00006?gko=643d0

Address the “human side” systematically

When change occurs, people react. Some react by embracing, others by waiting for others to move first and others reject change altogether. For this reason, it’s essential that leadership has a structured release of the change plan resulting implications across the board.

Involve every layer

Since organizational change requires support at all levels, it’s essential to identify key leadership and individuals at all levels of the organizations to initiate and sustain execution of changes from the top down. These people will serve as role models to inspire those near them and be a fast resource for trust and communication.

Make the formal case

People will not likely change unless they know why they should. Be sure to clearly and simply answer the three fundamental questions: What is being changed? How are these changes going to affect me and the organization? And, why is this change necessary. Always remember, “The ‘what’ informs and the ‘why’ transforms” (Dieter F. Uchtdorf).

Create ownership

When key leaders and individuals at every level begin to embrace change, it’s vital that there is more than mere agreement with the new direction—there must be ownership. As senior leaders seek for others to own the new organizational changes, these change owners begin to expand their influence and support others that are struggling and need support throughout the process—people that leadership won’t readily be able to reach.

Speak to the individual

Someone once said, “Organizations don’t change, people do.” This is the critical element of change management. No matter how “perfect” a strategy may be or how much capital has been invested, an organization will not change, unless the people do. With that in mind, it must be understood that people cannot be changed, they can only be invited or inspired to do so. The actual change must come through conscious decision and constant effort by the thoughts and actions of those that make up the organization. Focus on the individual and you will find the source of change.

In review: have and communicate a plan, involve people at all levels, teach the “why,” create ownership and speak to the individual. As you do so, you will have the depth and breadth of leadership needed to move forward into the future.

We hope this post has been insightful and inspiring and wish you the best as you and those in your organization embrace change, “the law of life.” We look forward to your success!

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Leadership Series: Storytelling

Posted on October 31, 2016 by Gary

Leadership Series: Storytelling

A key role of any leader is to inspire. A very effective way to inspire is through storytelling.

Think of some of the most compelling accounts from history and how they’ve shaped us. The amazing tale of the forefathers and how they claimed the independence of the United States as the pilgrims immigrated across the ocean and began a new life. The great leadership of George Washington, Abraham Lincoln and others and their incredible histories. All of these stories engender in US citizens a spirit of values, self-reliance and independence.

Now think of your family history. What stories shape your core beliefs and have motivated you to become who you are?

Now, what about entertainment? The vast majority of the most famous movies and books of all times, all contained incredible stories.

But storytelling isn’t just for history and entertainment. It has great business application as well.

Let’s consider what’s known as “The Hero’s Journey.” This is the pattern that makes the best stories come to life. Below is an image detailing this process.

For a more detailed understanding of each element, see the website linked here.

So how can this apply to you as a business leader? Consider the story of your company. Undoubtedly you lived in an ordinary world, perhaps working for someone else. But then you had the idea put on your mind that you could “do your own thing” and call your own shots. You thought through the idea but became apprehensive about the uncertain income. All until you decided to call a trusted friend, adviser or mentor who encouraged you to take the leap, and so you do. Since then you’ve run into trials, you’ve found business partners and you’ve discovered your competitors.

Then perhaps you had to discover something more to grow you company and make an investment that was either going to make or break the business. Lo and behold, just before losing it all, that investment becomes the pivotal part of your company and the key to success in the future. You now continue a newly equipped enterprise with the wisdom to continue growing.

This is a model for telling any story and it will communicate your stories to your employees, customers and stakeholders.

We encourage you to use this model throughout presentations, in your marketing or in your day to day with those you work. It works and you’ll see the results!

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The Measuring Stick: Determining the Strength of Your Workplace

Posted on August 30, 2014 by Gary

Image source: tothministries.org via Google search

Revenue, profit, sales volume – that’s easy enough for us to measure. But what about employee morale? Company culture? A manager’s effectiveness? Overall strength of a workplace? Now that’s tough. But, the Gallup Organization believes it’s possible, and so do I.

Over the course of 25 years Gallup studied these and other questions by interviewing over a million employees and gathering their answers to hundreds of similar questions. In the end, Gallup ran an in depth and extremely complex statistical analysis that ended up giving them the 12 questions that most strongly indicated the overall strength of a workplace. Here they are:

1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last seven days, have I received recognition or praise for good work?

5. Does my supervisor, or someone at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

7. At work, do my opinions seem to count?

8. Does the mission/purpose of my company make me feel like my work is important?

9. Are my co-workers committed to doing quality work?

10. Do I have a best friend at work?

11. In the last six months, have I talked with someone about my progress?

12. At work, have I had opportunities to learn and grow?

Interesting, right? Now, these questions are in hierarchical order, meaning that number 2 is basically irrelevant without number 1 but once number 1 is at a solid rank (on a scale of 1-5) of 4 or 5 then you can move on to improving the following scores.

At first sight, some of these questions may seem either too simple (perhaps # 2) or a little irrelevant (perhaps # 10). But think about it. Can you imagine being a construction worker that doesn’t even feel like his nail gun works right? How excited is he going to be to get up and frame a house, knowing that half the day he’s going to be fighting with the compressor? Or what about the graphic designer who’s computer freezes all day long? And imagine the amount of commitment and low amount of turnover you’d have if each employee felt like he had a best friend at work. He would be happy to go each day.

As always though, remember that there is an order to these questions, the employee that has a best friend at work but doesn’t feel like she gets to do what she does best every day, may end up with a lack of productivity. Similarly, that employee may be bought into the vision of the organization (# 8) but may feel like she has no idea what is expected of her every day (# 1). Gallup recommends that we as managers start with the first 6 questions and then move up the ladder from there.

As always, here at GQ Law, we know what you expect of us, we have the resources and it’s what we do best. We look forward to helping you take care of all of your tax and legal questions, so don’t hesitate to call. We’re committed to quality work. Hope you’re enjoying the Summer!

For a more in depth review of this topic, see, “First, Break All the Rules” by Marcus Buckingham and Curt Coffman.

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