Monday, December 14, 2009

The Frustrations of Hiring

My Executive Assistant moved on to help run the business she and her husband bought so now I am back-filling the position. While, I have said that there are many opportunities to hire great talent right now, you also have to be careful in this process.

First, smart business owners are keeping their top talent, regardless of their business situation. Good talent is hard to find and harder to replace. There comes a point where if you let go of too many employees you do more harm to your business than good. So with that said, regardless of the position you are hiring for, keep in mind that there are a lot of people out there who were the bottom 20% in their previous organizations.

Second, some people are so desperate for a job that they are responding to almost any job posting and not even reading about the position. I have received people’s resumes with standard a standard introduction and/or cover letter that talks about things that are not relevant at all to the position. If they had read the job posting, they would have known this.

Third, the devil is in the details. Call me picky but when someone is trying to get hired, I expect them to send something where the grammar, spelling, etc. is correct. Since they should be doing everything possible to impress the hiring manager, well you get the point. The number of responses that I received with typos, grammatical errors, etc. was astounding, even for me.

So what does this mean? Well, patience is a virtue. I confess that on more than one occasion as I was slogging through the resumes I just wanted to forget the whole thing. There were certainly other things that I would rather be spending my time on (like getting some work done). There are still gems out in the rough. You just have to invest the time to find them. And of course, for the most part, you can find quality talent at reasonable rates which is a good thing.

If you have an opportunity to hire – go for it! Just make sure you write your job description and key accountabilities BEFORE you post the position. Also, make sure you ask your employees for referrals as they are usually a great source for quality hires. Your job posting should be as clear as possible in terms of what you are looking for. If people don’t read the post you will know it immediately and can easily reject that resume. I would say, have fun, but I know better. To motivate yourself, think about all the great value your new hire will bring to your organization and how they will allow you to go focus on the strategic items necessary to move your business forward. Happy hunting.

Sunday, December 6, 2009

Year-end Tax Reminders

I am not a CPA but here are a few year-end tax reminders. The clock is ticking. Here are a fw tips I have picked up that may be of interest to business owners. Please review and talk to your CPA regarding your tax planning.

  • If you don't itemize your decuctions, you may still deduct 2009 proprty taxes and pay, upt o a $500 limit for singles and $1,000 for couples.

  • If your small business doesn't have a pension plan, consider establishing one to get a tax credit up to $500 in each of the plan's first three years.

  • Max out contributions to retirement plans. You can put away $16, 500 in a 401(k) plan ($22,000 if you're 50 or older), $11,500 in a SIMPLE ($14,000 for 50 and older), or $5,000 in an IRA ($6,000 for 50 and older).

  • Need a new vehicle? Buy before year-end to take a deduction for sales taxes on up to $49,500 of the purchase price. Income limits apply.

  • Consider buying equipment for your business to utilize the $250,000 first-year expensing option and 50% bonus depreciation.

  • Get your investment records in order so you can make wise year-end sell decisions, either to rebalance your portfolio at the lowest tax cost or to offset gains and losses.

  • Complete annual gifts before December 31 to utilize the 2009 tax-free gifting allowance of $13,000 per recipient.
As I said, I am not a CPA but as business owners smart tax planning is essential for success. It is doubtful that future tax laws will favor the small business owner so do what you can now. Contact your CPA now, maybe you can find some tax-cutting options.

Monday, November 30, 2009

Are You Challenging the Process?

As leaders we seek challenges and accept opportunities to test our abilities, to exceed our limits. At least we should. Challenge is the opportunity for greatness. Many people are at their best when there is a chance to change the way things are done. Maintaining the status quo breeds boredom and mediocrity for individuals and organizations.

We need to encourage innovation. We should be looking for ways to improve our work and our organization. We must be open to listening to the ideas of others.

Challenging the process means experimenting and taking risks. Mistakes will happen and that is okay, as long as we learn from them. When we try something new, there will be added stress and uncertainty. Help yourself and others through these challenging times. Reward people for taking on stressful and important tasks. Stay upbeat and acknowledge your successes--not just the liabilities. And ensure your people are empowered to make change by demonstrating you’ll work with them rather than going around them or over their heads.

“There ain’t no rules around here! We’re trying to accomplish something!” Thomas Edison

Where Do New Ideas Come From?
Most of us can identify when things are working well, however, figuring out how to change something isn’t always simple. Or is it? Most of us are convinced that our problems are unique to our business, our industry, etc. Truth be told, the probability that someone else has experienced the same or similar problem in your industry, or in an entirely different industry, is extremely high. So where can you find those new ideas and solutions?

  • Look beyond your office. Get out and talk to customers, employees, and suppliers, attend networking events that are industry specific, or speak to a group of your peers.
  • Step outside of the boundaries. It is easy to let the daily routines get in the way of seeing a great idea. A fresh perspective from a different view can often turn on the light bulb.

What Can You Do To Challenge the Process?
Here are a few ideas to help you get started.

  • Choose one routine task, and do it as if for the first time. Ask yourself: Why am I doing this? Does it have to be done this way?
  • Find something that is broken and fix it.
  • Encourage everyone to set up little experiments in improving their work. Start a “wacky idea of the week” award and give it to someone who made an interesting experiment (even if it failed) and who learned something.
  • Collect new ideas from everyone. Start an idea club. Ask everyone on the team to come with one new idea to improve the teams’ performance.
  • Reward risk takers. Praise them. Give them silly prizes. Have them share their experiences and lessons.
  • If you don’t understand a policy or process, ask why. “Just because …” is not an acceptable answer. If there isn’t a good explanation, change it!
  • Tell everyone about the worst mistake you ever made and what you learned.

It Can’t Be Done!
Challenging the process means initiating change and often means taking on some things that others believe are not worth the time or energy. A few examples include
  • This “telephone” has too many shortcomings to be seriously considered as a means of communication. Western Union internal memo, 1876.
  • A cookie store is a bad idea. Besides, the market research reports say America likes crispy cookies, not soft and chewy cookies like you make. Response to Debbi Fields’ idea of starting Mrs. Fields’ Cookies.
  • The wireless music box has no imaginable value. David Sarnoff’s associates in response to his urging them for investments in the radio.
Now this may sound difficult but the rewards are significant. Clients of mine that have "challenged the process" have found great rewards, particularly during the current economic climate. They have found new and complimentary markets, found ways to improve productivity, find cost savings, and get the right people in the right roles within the organization. I'm not saying that this is easy, most change isn't, but challenge yourself and your company. You'll be glad you did. Let me know about your changes!

Monday, November 16, 2009

Job Losses Demystified

The following post is written by Peter Schiff of Euro Pacific Capital.

Every business owner and executive should understand why our job losses are continuing to increase and Peter's article does an excellent job explaining our country's current job situation.
_________________________________________________________________

As the unemployment rate crossed the double digit barrier for the first time since Michael Jackson learned to moonwalk, President Obama announced that he will convene a “jobs summit” to finally bring the problem under control. Using all the analytic skill that his administration can muster, the President is determined to figure out why so many people are losing their jobs and then formulate a solution. That's a relief; for a while there, I thought we were in real trouble! In fact, the absolute last thing our economy needs is more federal government interference. If Obama really wants to know what's behind entrenched joblessness, he should start by looking at the man in the mirror.

Obama is pursuing, with unprecedented vigor, the same policies that have for decades undermined our industrial base and yoked us to an unsustainable consumer/credit driven economy. This doubling down on Washington's past failures is destroying jobs at an alarming rate. Today we learned that the September trade deficit surged by 18.2%, the largest gain in ten years. Much of the deficit resulted from Americans spending Cash-for-Clunkers stimulus money on imported cars – or “American” cars loaded to the sunroof with imported parts. In exchange for more domestic debt, we have succeeded only in creating foreign jobs.

An article in this week's New York Times by veteran writer Louis Uchitelle confirmed a fact that I have been alleging for years. Uchitelle pointed out that foreign outsourcing of component manufacturing has led to consistent overstatement of U.S. GDP and productivity. The connection goes a long way to explain why we keep losing jobs even as GDP is apparently expanding.

As our economy becomes less competitive due to higher taxes, burdensome and uncertain regulations, and capital flight, more manufacturing and services will be outsourced to foreign firms. However, the flaw in GDP calculation allows the output of those foreign workers to be included in our domestic tally. Since we count the output but not the worker responsible for it, government statisticians attribute the gains to rising labor productivity. To them, it looks like companies are producing more goods with fewer workers.

The reality is that we are producing less with fewer workers. The added “productivity” comes from higher unemployment and larger trade deficits. This is a toxic formula that will have lethal economic consequences.

Don't expect the brain trust at the President's job summit to fret much about these details. That public relations stunt will likely ignore the root cause of the economic imbalances and instead stress the need for government spending on training and education, i.e. more public debt. The unemployed do not need government theatrics, they need actual jobs. But as long as the government props up failed companies, soaks up all available investment capital, discourages savings, punishes employers, and chases capital out of the country, jobs will continue to be lost.

To really fix the unemployment problem, the President must look past his peers in government and academia to understand how jobs are actually created. In the private sector, all individuals have a choice to either work for themselves or someone else. Since labor is far more productive when combined with capital (office equipment, machinery, business models, and intellectual capital), those who lack these assets themselves often choose to work for others who have sacrificed to accumulate them. This increased productivity is shared between the worker and the owner of capital, and both are better off.

However, for one person or company to choose to offer a job to another, there must be an incentive to do so, and they must have the necessary capital. In the first place, employers must commit to paying wages and benefits, comply with government mandates and regulations, and subject themselves to potential lawsuits from disgruntled employees. All of these costs must be measured against the extra profits an employer hopes to earn by hiring an additional worker.

If profit opportunities exist, jobs will be created. Otherwise, they will not. Of course, anything the government does to raise the cost of employment, such as a higher minimum wage, mandated health care, or greater regulatory burdens, not only prevents new jobs from being created but also causes many that already exist to be destroyed. Anything that diminishes the profit potential of extra hiring will diminish the number of job opportunities that are created. Also, since it is after-tax profits against which employers measure risk, the higher the marginal rate of income tax, the less likely employers will be able to hire.

Finally, in order to hire workers, employers must have access to capital to expand operations. Anything the government does to discourage capital formation automatically diminishes job creation. By running the largest federal deficits in history, Barack Obama is diverting all available capital to the Treasury, and is in effect waging a war against private capital formation.

If the President's summit truly intends to find the root cause of unemployment, his advisers don't need Bureau of Labor statistics or complex modeling software, just the courage to drop their dogmatic belief in central planning and embrace the laws of economics.

Wednesday, November 11, 2009

Get Planning, Get Buzzing

Most small business owners typically dread business planning, not just annual planning but the ongoing planning meetings and activities that it takes to make sure that you actually execute on your plan. This is a personal challenge for me.

As a small business owner myself, I know that when I plan, execute to the plan and update the plan great things happen. I have several clients, small business owners, who are deeply entrenched in planning; so much so that if it isn’t currently part of their culture, it is quickly becoming part of the culture. These business owners and their employees are seeing the results of planning in all areas of the organization.

Their offices are “buzzing”. People are on the same page, all moving in the same direction, toward the same goals. They are, dare I say it, motivated and excited! They face the same economic challenges as the rest of us but everyone from the business owner down is focused on what needs to be done to move the business forward.

I won’t hesitate to tell you that these are also the businesses that are seeing the greatest successes! These organizations have taken the leap of faith and committed to crystallizing where they want to go, by when and how they will get there. Are there bumps along the way? Of course, but because they have well thought out plans they can make adjustments as needed.

They don’t have all of the answers (and they don’t need all of the answers) but they have a solid game plan, are executing, and continually reviewing where they are compared to where they are supposed to be.

Seeing the tremendous results being achieved by these small businesses is a great thrill for me. My goal is to get Main Street healthy and these companies are wonderful examples. As we are nearing the end of 2009, invest the time and at least get your strategic planning process started. It will be worth it!

Monday, November 9, 2009

Wanted: Overqualified Professionals

How to manage expectations and integrate advantageous hires.

By: David Lewis

Is it over yet? Are we finally on the road to recovery? When will business be back to normal? In today’s business world we’re all asking these questions. The harsh reality is that what we considered “normal” is probably a long way from returning, if it ever returns completely. However, there are many opportunities for business owners, especially in the area of staffing.

What makes hiring different today is the deep pool of talent that exists due to the recession. What is even more remarkable is the fact that these potential new employees come to the table with skills that far exceed what would fall into the salary range for the position they are interviewing for. So what’s the problem? There are several.

The recession has delivered a huge challenge in the area of workforce management: how to hire top available talent who will work for less than your current staff without creating total havoc among your employees. How, for example, do you bring in Bob, a 15-year marketing veteran who happily will take the marketing coordinator position, yet has more experience than the person to whom he reports?

On the one hand, you may want to avoid creating such a conflict; but on the other hand, you want to hire the best available talent in order to best benefit your business. If you handle this correctly, it can be one of those “good problems.” If you don’t, you are going to regret the decision. There are ways to ease into this type of situation tactfully and strategically.

Ask the Right Questions

Before you conduct the interview, determine how satisfied the candidates will be in a lesser role. You can do so by looking through their resume for signs they have successfully transitioned into roles with lower stature or lesser levels of responsibility. In the interview itself, your line of questioning needs to focus on their past behavior when it has come to handling the work of those below them. For example, have they stepped in regularly to assist their staff when the workload required? Can they show they have remained very much a “player/coach,” serving as a leader and a doer?

Many candidates will tell you—as tactfully as they can—that they really have no other choice, and therefore are willing to accept what the market will bear. In the past, we may have eliminated candidates who were “overqualified” in part because we thought that they would leave the company as soon as they found a more suitable position.

However, because so many companies have consolidated or disappeared, professionals in all areas of business are oversupplied and under-demanded. That means that bringing on board overqualified new hires does not present anywhere close to the flight risk we have reasonably been concerned about in the past.

If you are still concerned that they might not be around for the long term – consider asking them about the other positions they have interviewed for, paying close attention to the level of those roles. If they are similar to the position you are hiring for, that could validate their claim.

Integrating New Staff

Once the new staff member is on board, it’s important to pay close attention to the dynamic between old and new. Your current staff could easily see the new hire as a threat. It’s therefore critical that you take a proactive approach with all parties. For the new hire, be sure they have a realistic set of expectations when it comes to their role, as well as current and future compensation.

Tell them what you expect in terms of their performance and interactions with coworkers, providing direction and guidance on how you want them to “manage up” to those that hold more senior roles, yet have less experience. You want to tell your tenured staff that you continue to value them and their contributions. That being said, you also want to encourage them to solicit ideas and input from the new staff member, and to not view what they offer as threatening, but rather hugely valuable.

By taking these steps, you can create a level of constructive competition that raises the level of performance of junior employees who have more tenure than the more experienced new hire. Look for ways to tap ideas and contributions in group settings, while reinforcing the hierarchy that exists in your organization.

Future with Your Company

Over time, these new hires will most likely expect growth within your company. Just because they are willing to get started at a lower level doesn’t mean they will be satisfied to stay there. Before taking on experienced people, you should decide if you can handle feeding the success of your business at the expense of losing the resources that got you to this point, or if you see enough growth on the horizon to allow parallel career trajectories. If your loyalties are to those that have been with you the longest, then it may mean that your future success could suffer.

When the environment you create by hiring today’s available talent is not managed and monitored carefully, morale and loyalty across the board can decline. Keeping a close watch and injecting yourself as needed should allow for growing your capabilities to new unexpected levels, while getting even more out of those that have been with you to this point.

Sunday, November 1, 2009

Anticipate the Best, Prepare for the Worst

Editor-in-Chief Robert Levin discusses business planning during uncertain times.

By: Robert S. Levin

Fall is an interesting time of the year. We’ve got one eye on finishing the current year strong, and the other on planning for the next year. When it comes to planning for next year, there is good reason to start early, but the reality is that most of us will want to procrastinate planning more than we have in years past.

This is totally understandable, because while the marketplace has settled down a bit, the state of the economy has caused us to say, “I have no idea what is going to happen next year.” But that doesn’t mean that we should not plan. In fact, it means that a plan for 2010 is even more important than it has been over the past few years.

Without a well-thought-out plan, we will not be in a position to react if business picks up or slows down considerably. So, how do you plan in time of uncertainty? Here are a few of the things that we are doing at NY Report, as well as what other business owners have told me they are trying:

Create projections for the worst-case, expected, and best-case scenarios. In the past, I just created one set of projections; however, this year I will create three, because the degree of uncertainty is much higher. The projections include plans for cutting back on certain expenses if we get into the worst case, and increasing investment in the best case.

Plan to utilize freelancers for new projects. You pay a premium for freelancers, but if things aren’t going well, freelancers are easier to cut than employees.

Examine cash flow (not just profits) when considering new products and services. Two reasons for this: 1) customers are paying slower, and 2) access to credit might not be there when you need it.

Remember that in every market there is opportunity. So this year, I am paying even more attention to how my industry is changing and how we need to evolve in order to capitalize on these changes.

If, after reading this, you are still thinking “Everything is really up in the air and planning is just a crapshoot,” you might have a point. But by giving careful consideration to these ideas, you will increase your odds of success significantly. We cannot let uncertainty prevent us from taking advantage of opportunities, nor can we be oblivious to threats.

Wednesday, October 28, 2009

Top 5 Job Description Mistakes

Today’s blog post is courtesy of HR BLR.

Job descriptions—just the thought brings tears to your eyes. Yet job descriptions are central to hiring, compensation, and appraisal (not to mention avoiding lawsuits). Today, BLR editors reveal the top 5 mistakes managers make with job descriptions.

One key to getting them done right is to give someone responsibility—and put it in his or her job description!

BLR's editors have observed the following five commonly made mistakes in job descriptions:

Mistake #1: Mismanaging the Job Description Program

Often, job description programs suffer from a lack of attention. Answering these questions will help you to give your job description program a firm footing:
  • Why do we need new job descriptions?
  • What events or conditions indicate that this is the time to get involved in a job description program?
  • What are the shortcomings of our existing job descriptions?
  • To what specific uses will job descriptions be put?
  • What are the projected costs?
  • Who will be involved?
  • Is top management committed?
Most organizations perform a regular review of job descriptions. Also consider revising job descriptions when:

  • The job content changes (perhaps due to a new technology, for example) or there is a change in essential functions
  • There is an organizational structure change
  • The employee or his or her supervisor requests a review
  • The only incumbent leaves the job
  • There are continuous problems in a department or division

Mistake #2: Omitting Critical Elements of a Job Description

If key elements are missing from the job description, its effectiveness suffers. Most job descriptions contain the following elements:

  • Job identification—Describes the job in a word or two
  • Job summary or purpose—A brief narrative of the job that highlights its general characteristics
  • Essential functions and additional responsibilities—Those duties that must be performed in the job
  • Accountabilities—Not only the end results achieved when job duties are performed satisfactorily but also specific standards for measuring performance
  • Job specifications—The specific job requirements in terms of "compensable factors" (During job evaluation, a point score is assigned and a wage rate or salary level is set accordingly.)
Mistake #3: Failing to Accurately Describe the Job

The typical job description is deficient in at least one of the following ways:
  • It exaggerates or downplays the importance of the job.
  • It fails to pinpoint the critical elements that differentiate between successful and unsuccessful job performance.
  • It ignores the decision-making aspects of the job.
  • It either fails to focus on the job incumbent's actual behavior or it defines required behavior in ambiguous terms.
  • It describes worker requirements or characteristics that are not really needed to succeed in the job.

Mistake #4: Failing to Use Job Descriptions Correctly (or at All!)

Some employers think of job descriptions only in terms of wage and salary administration, or as a necessary evil when it comes to complying with certain employment laws. But these are only two of the many practical uses for job descriptions. Consider:
Wage and Salary Administration
Any compensation system requires that jobs be classified and evaluated in terms that make comparisons possible.

Legal Compliance

Job descriptions can be key evidence of legal compliance (or noncompliance) under a number of federal employment laws.
  • The Americans with Disabilities Act (essential functions)
  • Fair Labor Standards Act (who is "exempt" and "nonexempt")
  • Equal Pay Act (fighting discrimination lawsuits based on pay)
  • Title VII of the Civil Rights Act of 1964 (fighting discrimination lawsuits based on performance)
Collective Bargaining

Job descriptions have also been used by employers to defend themselves against what they feel are unjustified union demands for uniform rates.


Mistake #5: Forgetting Format, Organization, and Grammar
To achieve the two primary goals of job description writing—accuracy and brevity—you must check and double-check the words you have chosen to describe each job activity. Here are 15 guidelines regarding the use of words in a job description:
  1. Use a terse, direct style throughout the description.
  2. Keep sentence structure as simple as possible; omit all words that don't contribute necessary information.
  3. Be clear and use nontechnical language whenever possible. A good job description explains the objectives, duties, and responsibilities of a job so that they are understandable even to a layperson.
  4. Avoid imprecise words such as "situation," "facilitate," "interface," etc. Ask yourself if the word you have used might be interpreted differently by two different people.
  5. Begin each sentence with an active verb, third person singular. Always use the present tense.
  6. Wherever possible, describe the desired outcome of the work, rather than the method for accomplishing that outcome. For example, instead of "writes down phones messages"—a task-oriented approach—you might say "accurately records phone messages."
  7. Focus on essential activities. However, remember that a task that is performed frequently throughout the day may not be as essential to the job as something done only once or twice a week.
  8. Avoid the narrative form. You are writing a job description, not a story.
  9. Be consistent when using terms like "may" and "occasionally." Their meanings should be spelled out to avoid confusion. For example, make sure that if the word "occasionally" is used in the essential functions section of the description, the occasional work performed truly is essential to the job.
  10. Avoid words that don't tell specifically what the employee does, such as "handles." Others you may want to avoid: "checks," "prepares," "examines," "sends." If these words are the most accurate and specific ones available, it may be acceptable to use them. But if a more specific term would describe the task more clearly, use it.
  11. Refer to job titles rather than people. For example, "Reports to Human Resources Director" instead of "Reports to Estrella Simpson."
  12. Be precise in defining responsibility. The degree of responsibility given indicates the importance of the job and is a vital factor in evaluating it.
  13. Qualify whenever possible. Don't just say that a file clerk "files" materials; say that the clerk "files alphabetically."
  14. Stick to a logical sequence in describing duties and responsibilities whenever possible.
  15. Remember that the length of a job description does not indicate the importance of the job. The job description for the president of a firm can be put into one sentence: "Responsible for the successful operation of the company."

Monday, October 19, 2009

New FTC Rules for Social Media

The new FTC rules on social media content go into effect 12/1/2009. And, for the most part the new rules are aimed at protecting the consumer from reading a blog about a product that presents itself as an editorial, when the "blogger" has been paid to promote the product and/or has been given the product
for free.

That's a good thing, right? Yup...we think so too. BUT, it does create a few things every marketer must consider--whether they run a blog and/or promote their products on blogs or other social media sites (such as Twitter).

The main crux behind the new rule is this...when endorsing a product or service (in a blog, tweet, etc.), you must:

  1. Disclose when you are being compensated--whether you are being paid for the endorsement and/or have been give free sample of the product (traditionally known as "not-for-resale" copies).

  2. Be truthful in your statements...and make sure they can be substantiated.

  3. Speak from actual experience--meaning you can't just regurgitate the sponsor's marketing speak if it isn't an actual experience, opinion, or belief of your own.
And the fine for not doing so? $11,000 big ones.

Really, most legitimate marketers already follow #2 and #3, but they should now be much more diligent in making sure nothing slips through. The biggest change is the disclosure requirement--so make sure your social media efforts now have these new rules on the operations checklist (whether you are the blogger or the product company promoting through 3rd party blogs)...it's the law!

Thursday, October 15, 2009

An Exercise

Nothing fancy. Just presume, for a second, that the post on Oct. 4 - The Triple Threat Phase 2 was substantially right. We will have a technical recovery from an economic perspective, but it won't feel anything like prosperity. Ask yourself two questions: 1. What will my business look like two years from today if the economy stays exactly as it is this moment? 2. What did I do to make my company that way?

Sunday, October 11, 2009

Why Money Isn't Flowing From the Banks

Depending on who you are talking to the recession is over, will soon be over or isn’t going to be over anytime soon. Many small business owners are looking for financing. Many for growth and some because they just need a bridge to help get them through the current economic times. Funny though, regardless of how strong your financials are very few seem to be getting financing.

The SBA ARC Loan Program, a guaranteed $35,000 short-term relief loan for small businesses facing immediate financial hardship to help them ride out the current uncertain economic times and return to profitability, is rarely being received. Very few companies in Colorado, and throughout the country for that matter, have been granted the loan. Why, well amongst other things there is so much paperwork required that the banks don’t make any money. In fact, in many cases, they actually lose money.

Yes, banks should be helping us get out of this bad economy. But they aren’t. They don’t have to lend out money to be profitable. Here are just a few reasons:

  • Banks have received TARP (Troubled Asset Relief Program) money to clean up their books.

  • They are still making money on their credit cards.

  • They borrow money from the Fed for nearly nothing and buy 30-year Treasuries at 5 percent. A nice profit for the banks considering they are using our (taxpayers) money.

  • They still have their “toxic” assets that have been written down, and they will eventually provide a profit.

So where else can you find money? Well, that leaves private financing - anything from family and friends to Angels and Venture Capitalists and everything in between. There is private money out there but it is harder to get, more expensive and there is less of it. Since there are a lot of people looking for money our friends with money are pickier than ever in terms of whom they give their money too. And of course, generally speaking, deals take longer to put together.

So what can you do? Well, for education you can go to the Angel Capital Summit Nov. 17th. You can also work on your business – make sure you have a solid business plan and supporting financial model. To learn more about how to do that attend Planning, Focus & Discipline… 3 Keys to Leading Your Company Out of the Recession on Oct. 21st or 27th. Investors want to know where you want to go and how you plan to get there. Having a compelling story with a solid plan to back it up will only help you. And last, but not least, talk to your local politicians. Until the Feds change the rules for the banks money will be slow in coming, which means jobs will be slow to come which will prolong the economic recovery.