Where Should I Go To Get My Taxes Done?

This is a question I get asked a lot by friends, clients and other entrepreneurs. I have an easy answer for my clients: Mike. I’ve known Mike since my Coopers & Lybrand (now PwC) days. He’s honest, dependable, smart and fair-priced. If a client were to get audited three years from now, I know he’s still going to be in business. He’s going to stand by his work.

When a new client asks me, with a tilt to her head, “Is he…creative?,” I say “On a scale of 1 to 10, Mike is a 5.” What I mean by that is that he’s a middle of the road guy. He’s going to get you the tax deductions you deserve but he’s not going to stretch any rules too far, make anything up or do any funny math. And I believe that’s just the kind of tax preparer you want.

My staff asked me to focus this blog on how to maximize tax deductions; to share some secrets and tricks. The truth is, it doesn’t work that way for "the 99%". (More accurately, probably 90%) For low and middle income wage earners that don’t own a home, the deductions are fairly standard, pardon the pun. For home owners, there are more deductions, but they are still fairly standard: interest, property taxes, etc. As your income rises, it’s likely that there are more opportunities as you’re likely spending money in areas that are indeed deductible. But I’m not talking rising from $40,000 to $80,000. I’m talking rising well into the six figures.

For consultants and small business owners, it’s a bit more complex, but not much. Deducting office supplies, employee’s payroll and auto mileage isn’t rocket science. If you spend money on your business, it’s most likely deductible.

I think many business owners suspect they’re missing out. They suspect that if they had the RIGHT tax preparer, they would maximize their deductions. That myth gets perpetuated by radio commercials that inform us we’re missing out if we don’t incorporate and by home-based business experts that declare you can deduct the cost of your dog because it protects your home office. Really? I suppose it could be argued, but I wouldn’t want to sit across from an IRS officer trying to explain why I wrote off dog food, unless I was a professional breeder.

The simple truth is that, until you amass significant wealth or own complex businesses, the choices for tax preparation are fairly simple. They boil down to software like Turbo Tax, retail tax preparation companies like H&R Block, or choosing a tax professional ranging from an Enrolled Agent to a Certified Public Accountant to an attorney that specializes in taxation.

And here's my opinion of the options:

Turbo Tax (or any other reputable tax software):

Pros - This is a great option for those that are comfortable with computers and don’t have any situations that are too complex such as multiple businesses, uncommon deductions or specialty credits. I often recommend this as the best option for someone who is newly in business, but only when I’m certain the person will use the power of Turbo Tax and not just blow through it as quickly as possible. The value of Turbo Tax for a new business owner is that when you follow it down the paths of its questions, it then educates you on the convoluted rules of business deductions. It synthesizes the 72,000 pages of tax code into user-friendly questions, and then, if you ask, it tells you the rule behind the question.

Cons – There is no human review function. For my clients that use it, I glance at their return before they send it in. An educated second set of eyes is always good practice, whether using Turbo Tax or a $300/hour tax accountant.

H&R Block (or any other reputable retail tax preparation company)

Pros: The cheery green and white balloons you're greeted with.

OK, seriously. I must admit I’ve previously disparaged this option because I believed H&R Block to be mostly staffed by intermittent near-minimum wage employees. But I’ve changed my perspective over the past few years. I’ve had the opportunity to work with a long-time H&R Block tax preparer who knows her stuff and has handled one of my clients with some complexities very well. H&R Block also has a solid training and review process in place. If you don’t have the time or inclination to use Turbo Tax and have a typical tax situation, H&R is a smart and economical choice. (Many tax accountants will disagree with me, but that's my opinion based on years of listening to others experience.)

Cons: Most of their storefronts close for over half the year. If you’re a business owner, I believe there’s great value in checking in with your tax accountant a couple of times throughout the year. That's not possible when they aren't there.

Enrolled Agents, Certified Public Accountants and Tax Attorneys:

There is a wide gamut of professional options to getting your taxes completed. They can run anywhere from $50 per hour to $500 per hour, and more. I’ve seen really good ones in each of the categories and really bad ones. There are some qualities that are important to find in your tax preparer:

• For wage earners: do they talk to you and teach you about your options, do they ask questions about your life that might impact your return, do they return your calls and do they finish your return in a timely manner? How long have they been in business? If all they do is have you fill out a form and don't have any meaningful conversation with you, find someone else.


• For business owners: All of the above questions, with a much greater emphasis on education. Do they walk you through the honest decisions involved in corporate or sole proprietor status, or do they automatically tell you to incorporate…always a red flag. Do they connect with you a few times throughout the year to see if your profitability has significantly increased or decreased; a trigger that could potentially change your need to squirrel money away for a large tax bill on April 15^th.


• For high wage earners, individuals who own multiple businesses, and any other complex tax situation: The more complex your tax situation, the more you’ll benefit from a more experienced, more licensed professional. Decisions for this group are beyond the scope of this blog, but what I will say is, by hiring the right professional, you will almost always see a definite return on investment from the tax planning you receive. Joel Stein wrote a humorous article Joel Stein Has Four Accountants on Bloomberg Businessweek last week and he said it well: "What a higher-end accountant does is look a my financial situation holistically and think long-term."

In the research for his article, he discovered that not all tax preparation options are equal. His remaining taxes due/refund ranged from $4,544 due, to $2,387 due to a refund of $469. That’s not including the $119,554 refund he calculated from TaxSlayer.com, surely an operator error.

What he clearly points out is that all the options are not equal, and who does your taxes can be an important decision. Over the years I’ve seen some horrible outcomes from some ‘great accountants.’ If your neighbor or colleague tells you about their really great tax guy (or gal) that always gets them a refund but they’re not really sure how, think twice before you bite. The after effects of tax accountants that push the envelope too far can be devastating. While the chances of you being audited are miniscule, the chances of one of the tax preparer’s many clients being audited are much greater. When the IRS sees a pattern with a tax preparer, they swoop in and look at the returns of his or her other clients.  I’ve seen perfectly upstanding, ethical business owners have back tax bills as a result of tax audits of this type, sometimes to the tune of thousands of dollars. And the tax accountants they used were seemingly ethical. They weren't outright frauds; they just pushed the envelope way too far. And it's the tax payer who is ultimately liable.

The final piece of advice I have, no matter who does your return: read it. It may read like Greek to you, but read it anyway. Every year, you'll learn just a little more.

____________________________________________________

Stacey Powell builds financial muscles at TheFinanceGym.com and shows off Financial Art at Facebook.

Entrepreneurial Passion vs. Sales

I was listening to a new client tell a story that I’ve heard many times.  She is in a creative field and passionate about her work. She really wants to work, but contracts aren’t coming and she is struggling financially. I asked the obvious question: “How are you marketing and selling yourself?” She looked a little blank; and then she scrunched her face; and then she launched into an explanation of the ways in which she was kind-of sort-of maybe marketing herself. Which really was to say: she wasn’t.

Through years of working with small business owners, many have come seeking answers to their financial issues. As an accountant, I would like to think that good accounting would provide the answers. But the truth is that it’s usually not about the numbers. The truth is that the most important component of impacting one’s financial issues is sales and marketing.

If you’re tempted to stop reading because you don’t own a business, please keep reading.

My Dad: Lessons In How NOT to Own A Small Business

Today is the anniversary of my dad’s passing. I learned a lot from him, many lessons to share with all of you about small business ownership. In summary: do not do it the way my Dad did!

First, to alleviate any perception that I am speaking ill of him, I want to share what a fine man he was. My love of community service comes from him. His dedication to making this world a better place is clear in this tribute:

http://www.fedflyfishers.org/Default.aspx?tabid=4520

Even his business ownership was, in a way, community service. He was ‘saving the family business.’ http://www.davidlnelson.md/FFF_FlyTyingGroup/Buszeks/BuszekHistory.htm

Now, on to telling the truth. As a child I watched my father work, work, work, and then work some more. He came home late for dinner, went back to work at night, and worked most weekends. Even our few vacations were often spent at work-related fly fishing conclaves or networking conferences. Both of my parents worked, hard, yet we never seemed to have any money. We weren’t destitute; dinner was always on the table. But money was always an uncomfortable issue. Always having a keen sense of numbers and business, even at a young age it was apparent to me that something wasn’t right. I often wondered, weren't business owners supposed to be rich?

As a teenager, I became the bookkeeper for my dad's business, and my childhood observations were clarified. The business was barely profitable. My dad either trusted me enough to let me see his truth, or he thought I was so inexperienced I wouldn’t get it. It wasn’t my place to ask.

But the questions I kept to myself then are the exact kinds of questions I ask clients now. And they are questions I want you to ask yourself if you own a business, no matter how large or small. Yes, even a side Tupperware business, or a little consulting gig, or do a bit of wedding photography. These are all businesses, and they do impact your family!

Here are 12 questions to ask yourself.

• Do you spend less time with your children, spouse, or friends as a result of your business?


• Have you ever paid an employee late?


• Are there months that your business doesn’t pay you?


• Do you ever put off buying basic things your family needs because your business needs the money more?


• Have you ever lied (or avoided the truth) about your business’ finances to your spouse?


• When was the last time you took a real vacation?


• Do you avoid asking for professional advice about your business’ health?


• Do you truly know how profitable your business is?


• Is your business contributing to a retirement fund?


• Do you have partnership agreements that aren’t in writing?


• How much have you borrowed against your family’s home, retirement, savings, children's college fund or inheritance?


• Does your spouse’s income support your business?

If you don’t like your answer to more than a couple of these questions, it’s time to find a trusted advisor, a business coach, an external CFO, or a mastermind group and tell the truth. Print this blog out and put it in the front of a binder titled “Making My Business Better.” Make an action plan. Make it better. In six months, ask yourself the questions again. Then repeat.

What would my dad’s answers to these questions have been? 100% not good. In the 32 years I watched him run his business, I only saw his business run him. I’ve taken these lessons and have been committed to reverse engineer his mistakes into a balanced plan for running my business. I haven’t always been successful, but one of my life’s quests is to be just like my dad when it comes to community service, and exactly opposite my dad when it comes to small business ownership.

10 Decisions Not to Make Alone

We all make financial decisions every single day, some small, some large. Do I cook at home or go out to eat? Do I change banks? Do I clean my own home or hire a housecleaner? Do I buy a used car, a new car or lease a car? Do I start my own business or buy a franchise?

The original title for this blog was “10 things you might want to talk with your CFO about,” but most people don’t have a Chief Financial Officer (though I’m trying to change that.) Many people do, however, have a financial planner, a tax accountant, a business coach, or some trusted advisor. Rising in popularity is the type of financial and money coaching that I believe is so valuable.

Over the years I’ve had many a client announce, during their scheduled monthly appointment, “I leased a building last week,” or “my attorney submitted all the paperwork to change my business to an S corporation,” or “I took out a home equity loan.” I always wonder why they wouldn’t have waited just one more week to discuss the decision with me. I suspect it’s often our subconscious telling us to move forward before someone tells us "no."

Accountants get accused of being naysayers, and there’s a bit of truth to that. We’re conservative by nature. I’ll be the first to tell you: don’t always take your accountant's advice. But: do always ask for it. Discussing the facts of major decisions, as well as the feelings and the what-if’s, is invaluable.

What are the 10 things you should discuss before you jump in?

Motivation ~ Creative Approaches

Last February I promised myself that I would implement a creative motivating approach to ensure this January would not suck. In an accountant’s world, no matter how planned and prepared you are, the multiple January 31st bureaucratic deadlines wreak a bit of havoc on your business. This year was going to be different!

The first workday of January I handed 21 crisp $5 bills and 21 crisp $1 bills to my staff and had them hang three ‘clotheslines,’ $6 for each day

and one clothesline for each team member. The instructions for distributing the ‘prize money’ was as follows: I got the $6 any day I had to deal with January bureaucratic deadlines, and they got the money on days they handled it all. $5 went to rockstar team member #1, and $1 to the supporting team player.

Is $126 enough money to motivate your staff? Is it enough to motivate ourselves? No.

But the truth about motivation is that money is rarely the most effective method. (Unless you're Goldman Sachs handing out high six-figure bonuses. That's motivating.) For most micro businesses  that’s not an option. In a micro business, serving your clients and providing value is often the highest motivation.

How can we use money to motivate ourselves and our team? Here are some creative approaches we’ve used with clients:

Pay yourself first. This works for the business owner who always pays everyone and everything else first, and then doesn’t have enough left over to pay herself. She’s extremely motivated to pay her vendors, but not so much herself. We implement a bill-paying structure that puts her first, and by the end of the month, she's jamming to bring in enough money to pay her vendors, because she won’t let them down.

Put yourself on a commission structure. This works for the business owner whose monthly income fluctuates between high and low. He has a good month, he takes all of the profit and suffers during his next low month. For a commission structure to work, you need to learn how to set your base ‘salary,' which you can read here: The Power of a Salary Structure. Then create a motivating commission structure for yourself, document it, take no more, and take no less from your business.

Bonus your team based on your goals for the year. Small businesses rarely commission their employees, but if you want your team to be extremely clear about your goals, putting a commission structure in place for them, no matter what size, signals that you need their help in reaching your goals. It’s not just about the money, it’s about the motivation.

How do you implement creative motivation in your business?

• Choose one thing that consistently nags at you about your business and look at solutions from a creative vantage point.


• Choose a dollar amount you’re willing to invest in the problem.


• Use a creative way to come up with your implementation plan (mind mapping, journaling, drawing with crayons are a few great approaches).


• Then jump in and earn the results you want!

Creative Brain vs. Business Brain

I love working with creatives: artists, actors, healing professionals, writers, photographers, all of them. Our society has created a “right brain vs. left brain” mentality. If you’re creative, you aren’t a strong business person. If you’re a strong business person, you aren’t creative. But we know black and white statements aren’t true. Creatives can make great business people, especially when they provide themselves with structure. Creatives have the ideas, the willingness and the passion to throw themselves full force into their work. And that is what it takes to be successful in business.

One of my inspiring clients decided, as a strategic business decision, that 2010 was going to be her year of “living as an artist." She had long worked hard on her business; she had tethered herself to do the work, bring in the clients and earn a living. She had been successful enough, but by the time she got to me she wasn’t enjoying it much. Something needed to change.

"Creatives have the ideas, the willingness and the passion to throw themselves full force into their work. And that is what it takes to be successful in business."

So 2010 was her year of living as an artist. Her mission was to fully embrace her creativity and joy of being an artist. Her goals, strategies and actions all supported that mission. There was still some structure: billable work, marketing, financial coaching and professional development. But the focus was on enjoying her creative talents, not on meeting her monthly revenue goals.

And what were the results? November and December were two of the most profitable months she’s ever had. And, she’s happy. It was a year of transformation and expansion for her. She’s well positioned to focus on revenue growth in 2011. Most important of all, she was well cared for, and she is, after all, the most valuable asset in her business.

Why would I, an accountant, support that kind of strategy? Because I’ve seen its effectiveness and profitability, over and over and over. If it’s done with intention and structure, it can be a very effective business decision for both creatives and for any other kind of business owner.

What’s your mission for 2011? Does it include creativity? Art? Health? If not, weave it in, and then write down what kind of return on investment you expect from giving yourself that gift.

15 Days til New Year's Eve...The Time is Now

While everyone else is busy counting days until Christmas, accountants are busy counting days until New Year's Eve. And here’s why:

Do you itemize your deductions? If yes, look at your spending plan for charitable contributions. You have 15 days to maximize your gifts. Plus your favorite nonprofits are busily trying to meet their year-end goals, so gifts that come in during December are hugely appreciated! Have you spent out your Health/Flexible Spending Accounts? Now is the time.

Are you a business owner? If yes (and you file cash basis) then every dollar you spend in the next 15 days saves you in the neighborhood of 25 to 40 cents. Our advice to clients at year end: Any equipment you plan to buy in the next six months, buy it now. Any bills scheduled to pay at the beginning of January? Pay them now. And on the income side, for every dollar you put in the bank, you’ll be sending 25 to 40 cents to the IRS on April 15th. This is the one time of year you ease up on your receivables calls, slow down your invoicing process, walk to the bank very slowly.

And for my nonprofit clients? You have 15 days to maximize contributions for the year. Call one key donor every day until the 31st. You can ask for support, or just wish them a happy holiday and thank them for their support. Craft one last personal email solicitation. People want to give this time of year, and it’s your job to remind them.

Happy New Year!

(The accountant’s disclaimer: this is clearly generalized advice. It's something to be discussed with your trusted advisor. If you don’t have a trusted advisor, we know some great ones!)

2011: Is your plan in place?

Winter is a time of reflection, both personally and for our businesses. How did this past year go? Did I meet my goals? Um, did I have goals? What do I want next year to look like? What do I have to do to get there?

At Creating Answers, it is the time of year we are busy working with all of our clients on 2011 goals and budgets. It is one of my favorite times of the year because you get to do two really fun things: analyze how last year went, and draw the financial road map to follow next year. It's financial art at its most fun.

If you think of this work as a chore, I invite you to reframe your beliefs about planning and numbers. I invite you to think of it as a game, or a puzzle. Make it a date with yourself. Go to your favorite coffee house, or pour yourself a bottle of fine wine. And then...start asking yourself questions.

What percentage of your total income goal did you reach this year? 120%? Great! 85%? Not so great. What do you need to do differently in 2011? What amount of marketing dollars would have closed that 15% gap? Do you need to increase your networking time? Upsell existing clients? Raise your prices?

“If you think of this work as a chore, I invite you to reframe your beliefs about planning and numbers.”

Take a look at your discretionary areas of spending? How much did you spend on marketing and advertising? What were the financial results? Professional development? Results? Equipment? Results?

How much did you spend on staffing and/or outside consultants? Did they work at capacity? Did you generate revenue from your staff? How much? A great rule of thumb to start with is three times their cost.

While it is difficult to assign numbers to each of those questions, the exercise of trying will create answers. What if you spent nothing in each of those areas? What if you spent three times as much?

Most importantly, don’t overdo the process. It’s more effective to do a really thorough look at your 15 most critical spending areas consistently than it is to look at all 60 of the expense accounts you have in Quickbooks. (And if you have 60 expense accounts in Quickbooks, you should give us a call!)

Find out more about what we do at http://CreatingAnswers.com.

Here's to a prosperous new year full of financial clarity!

Financial Art @ Chalk It Up

We'll be out drawing some Financial Art at Chalk It Up this weekend. Come by and see all the cool artwork!

ChalkItUp.org

Time is Money: 5 Steps Toward Balanced Business Ownership

I didn’t feel like working the other day; It was a Monday morning and I actually didn’t feel like working. That bothers me. In a big way!. Partly because I come from a family of workaholics, and thus our self-esteem is all nicely packaged with our work. But mostly it bothers me because 1) I had a fabulously free and fun weekend and 2) Monday is the day that I get to work ON my business, not IN my business. So, shouldn’t I be excited about going to work on a Monday!

I called my coach. He said “Stacey, don’t you think that there’s about 25 million Americans at this very moment who don’t feel like going to work today? Doesn’t that just make you normal?” Good point; I’m normal. I was really hoping I wasn’t, but I am.

How does this relate to the small business owner and their money? Well, time is money. In my experience, business owners fall to one side or the other of the scale; few fall in the middle.

There are the “I have all of these other things I need to get done, and I am the keeper of my own destiny, so I can work whenever I feel like it” business owners. Fine; great; IF they are independently wealthy, or have a wildly profitable business, or don’t have clients or customers that are relying on them. Then they can work whenever they want.

But for all of us who are normal, time is money, and not feeling like working can become an issue with our bottom line. My recommendation to clients who struggle in this area is to develop a schedule for themselves; an ‘employee contract’. If it is within your integrity to work 20, 30, 40 or even 50 hours per week, then provide yourself some clarity about it and stick to your schedule. If you’ve provided yourself this flexibility, and still consistently miss your 30 hours, well, you might consider an employee counseling session with yourself.

Would YOU hire someone that expected to earn a full time salary, agree that they only had to work 30, and then be happy when they were constantly on the phone with friends, running personal errands, coming in late and leaving early? I’m guessing no. I’m guessing you’d be counseling that employee, or firing them.

It is helpful to look at our performance as business owners from time to time from a different angle. Are we too soft on ourselves, or are we too harsh?

Some practical suggestions:

1. Create a vacation, sick and mental health day policy for yourself. Track your time taken just like you would an employee.


2. On days you don’t feel like working, rearrange your schedule for the day and fill it lightly with work activities you truly enjoy.


3. When taking personal calls during the day, set an egg timer; or let your friends know that you can’t take personal calls during the day.


4. Schedule quarterly or semiannual retreat days for yourself. You are your business’ most valuable asset.


5. From Bryan Dodge: create a geographical line between the office and your work, and when you cross the line, you’ve crossed into work life, or home life. Never the two shall mix.

Financial Art~An Interactive Art Experience...

...Revealed.

Thanks to everyone who came by and participated! By the end of the show, we had about 300 wishes/prayers/hopes fluttering in the wind. So, what does it all mean? Why the crayons? Why the overly simplified pie charts? Here’s the story:

Last year we launched our Financial Boot Camps. The results we’re seeing are phenomenal. In the Boot Camps we do brief, hopefully powerful, Money 101 trainings, teaching, or exercises. This January the crayon pie chart was the Money 101 topic.

The accountant in me questioned the exercise that the right side of my brain had created.

But the right side of my brain, the creative side that has been fed and nurtured by a lot of research into the psychological and emotional aspects of our relationship with our money said: Forge on!

The boot campers drew their pictures, first "How I spend my money," and then "How I want to spend my money."  As they were sharing their pictures and explaining what they’d drawn, one boot camper, "Chloe", had a rather large part of her "How I spend my money" going to her past. This surprised me. I know a lot about her financial situation, and I know that she has little, if any debt. So what was going to her past?

[caption id="attachment_167" align="alignleft" width="175" caption="Chloe's "How I Spend My Money""][/caption]

[caption id="attachment_166" align="alignright" width="175" caption="Chloe's "How I Want to Spend My Money ""][/caption]

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She said was spending all this money (and time, and physical energy) on her rental properties every time one of them changed renters. She hated it. It was dragging on her. Most of her rental properties she had once lived in, and thus, she saw it as her past. The accountant in me wanted to tell her she’d done the drawing wrong. Rental properties are assets, investments, spending on your future. That portion should have gone into her "Future" section. But the creative in me sat on my hands and listened.

Then, rather amazingly, over the course of the next 4 months she:

• discussed the drawing with the Boot Camp,


• then her spouse, and


• then their financial planner.


• She made a decision to put one of the rental properties on the market.


• They slowed the home improvements they were spending time and money on.


• They got an offer; the buyer said stop ALL work immediately.


• They went into escrow.


• The house sold.


• The money now sits in an investment that does not require time, or physical energy, or monthly reinvestment.

Most importantly, Chloe has peace of mind. She feels much happier and much more aligned with how she wants to be spending her money, her time, and her physical energy. She has her weekends back, and she has her money solidly invested.

All from a crayon drawing.

So why do I think that a crayon drawing so inspired Chloe? Sometimes we work so hard to make the perfect spending plan, and have the perfect financial plan, and we balance our checkbooks to the penny. Yet something still isn’t quite right. Sometimes, the calculations, and the financial advice, and the reports aren’t the answer. Sometimes, using a crayon, evoking the 5 year old within, creatively looking at how we “are” living our life, and how we say we “want” to live our life, provides the greatest inspiration to find financial clarity.

Stay tuned as we continue to tell the story of Financial Art ~ An Interactive Art Experience.

An Extraordinary Connection with Your Business’ Finances

I love financial tools! Excel, Quickbooks and Microsoft Money are just fun. Today’s software lets me fly creatively when I’m trying to help a client understand how their business is doing, what’s working, and what’s not.

But as with most things there is a flip side to the amazing software we have at our fingertips. Quickbooks, meant to bring simplicity to accounting, easily becomes a behemoth, spitting out 3 page reports that no one could understand or connect with. And that is the point, the goal, of accounting: to connect with your finances. It’s not all about filing your tax return at the end of the year. It’s about understanding your business and the financial impact of your decisions and activities. Your numbers should tell you a story, a story that you feel connected to.

My first experience with accounting was at 19, bookkeeping for my family’s business, the The Buz Buszek Fly Shop. I used ledger paper. I don’t feel old enough to be saying that, but I guess I am. Today, one of my tenets for those who are having a difficult time connecting with their finances  is to pull out the old ledger paper.

[caption id="attachment_135" align="alignleft" width="157" caption="The Old Fashioned Way"][/caption]

I’m not suggesting you literally do your accounting on ledger paper. What I do mean, though, is to get a pencil out, and a calculator, and a piece of paper. Write down, every single month, the 8 to 12 numbers that are really important to you. Not the 50 or 100 numbers that Quickbooks is telling you. Just the 8 to 12 numbers that help you feel connected to your business.

If you’d like to learn more about having an extraordinary connections with your finances, I’m being interviewed by Marcia Brixey on July 6^th at 11:30am as a part of her Money Wise Women Get Smart Teleseminar Series. You can participate by signing up at:

www.moneywisewomengetsmart.com/upcoming.html

You’ll also find a lot of great past teleseminars you can listen to. A personal favorite of mine is Mikelann Valterra’s interview  “Earn at Your Potential: Embracing the Seven Challenges.”

Happy learning!

Late charge, latte charge, at least you’ll know.

[caption id="attachment_119" align="alignleft" width="158" caption="$3.35 a day"][/caption]

Microsoft Money has this cool new tagline: “Late charge, latte charge, at least you’ll know.” I love it.

When you’re an accountant, people talk to you about their money. Not just your clients, but your friends, relatives, acquaintances, and even people you stand next to waiting in line. It’s kind of fun, because its this secret little window into peoples’ worlds that most don’t ever get to see.

So why do I like Microsoft’s tagline? Because the overwhelming first step to tackling one’s money issues is know how much money is coming in, how much is going out, and where it’s going. Most people have no idea. Even those that use software like Quicken or Money often still have very little idea. They can look it up, but they don’t know. I must admit that there was a point in my life that I realized I was tracking all the data, but not often enough to really use the information in a constructive way. More on that later.

[caption id="attachment_122" align="alignright" width="130" caption="$39 a month"][/caption]

There is an axiom that goes: “What we measure, we accomplish.”

If you have financial discomfort in your life, start measuring. If you’re measuring and still have discomfort, take a step back and look at how you’re doing it. Shake it up; try it a different way. If it’s still not working, check out our Financial Boot Camps. You’ll make movement there; we guarantee it.

Community Service, Leadership and Small Business

[caption id="attachment_105" align="alignright" width="131" caption="Tina Reynolds, Phyllis Lyon and Armistead Maupin"][/caption]

My best friend Tina Reynolds, owner of Uptown Studios, was honored today by the California Legislative LGBT Caucus for her extraordinary inability to stand by and watch even one person be treated as less than equal. I’ve know Tina for 15 years. We met when she was doing volunteer work for CARES, and through the years I can not begin to recall how many organizations, actions and activities she has led or been a part of. And not just LGBT issues; she’s an equal opportunity activist. I’m proud to be her friend, and I’m proud that she’s a role model for my daughter.

What does this have to do with small business? For those of us that own small business, we all know that we have less time, not more, to spend on our passions. How in the world does Tina have time to do all that she does? Well, there are 50 different ways to market your business in the ActionCOACH model. By doing what she loves, she has become a successful business owner. She could have spent all of her time going to endless networking events, but instead she has used the less direct path of following her passions and making a difference. You don’t get clients as quickly, but over time you get them just the same because we all want to do business with good people.

I’ve learned a lot from Tina about what it takes to be a business owner. She taught me that if you are going to own a business, you must connect with others. We  joke when one of us gets a new client, “did they come from the Yellow Pages?” Well the Yellow Pages hardly even exists now. She has inspired me, a bit of an introvert, to become a connector, and to even enjoy it.

[caption id="attachment_106" align="alignleft" width="106" caption="A Cherished Friendship"][/caption]

I’ve also learned from Tina about how to be a better human being. We go walking in the early mornings around our fabulous midtown neighborhood. She says hi to everyone, and I mean everyone. Not just the people that are going to say hi back, and not just the people who look like they might. No matter who it is we pass, there is a cheery hello. It’s reminded me that that simple act of kindness can lift someone else’s spirit, even if just for 5 minutes.

Almost all of us that own a business began because we wanted to lift someone else’s spirit. And that’s what makes Tina Reynolds not simply a tireless activist for equal rights for all, but an amazing business owner as well.

p.s. She was honored amongst some amazing people. Today, I got to shake Phyllis Lyon's hand and thank her for all she has done for us, for me. I also got to tell Armistead Maupin how incredibly funny his books are. If you don't know who those two are, look them up on Wikipedia!

Bobbleheads and Small Business Seriousness

I’ve had a particularly successful week on a number of fronts. Every day had a triumph, some large, some small. That’s a week well worked.

I was out celebrating with my friend Anne last night, and she gave me a gift in honor of my week: a Guy Noir, Private Eye bobblehead.

[caption id="attachment_90" align="aligncenter" width="162" caption=""A dark night in a city that knows how to keep its secrets. But high above the empty streets, on the 12th Floor of the ACME Building, one man is still trying to find the answers to life's persistent questions...Guy Noir, Private Eye.""][/caption]

I love Prairie Home Companion, but that wasn’t the purpose of the gift. The purpose was to remind me to not take myself too seriously, to not dive into workaholism just because I’ve got all these fun new projects and clients that are going to need my focus in the next couple of months. She said every time I see the head bobble, I’m supposed to ask myself, “have I done anything fun today?”

It’s the myth of business ownership. We get in to it thinking “oooh, flexibility!” My daughter Dakota was 4 when I started my business; it was a great idea. But after a couple of years I realized I was consumed. Dakota had less of me, not more. I’m very grateful I had that realization, and then did something about it.

I rarely work on the weekends anymore. But, this weekend, I have some special stuff to accomplish. One woman trying to find the answers to life’s persistent questions. And Guy is sitting here bobbing his head, reminding me that if I work smarter, I get to go have some fun tonight. And that makes me a better, and more successful, business owner.

Have you done anything fun today?

The Perfect Recordkeeping System

“We never do anything well until we cease to think about the manner of doing it.” – William Hazlitt

The allegory of the centipede makes the point nicely: asked how it knew which of its hundred feet to use when, the creature found itself unable to move. I am frequently asked what I think is the best way to do recordkeeping, file your financial information, which is the best software to use, should I do it by hand or use Quicken or Microsoft Money or Excel, do I have to use Quickbooks, etc, etc. My answer is the same as Nike’s: Just do it!

It’s not that I don’t have opinions about the best way to do it. (Anyone that knows me knows I have opinions!) It’s just that when someone asks me that question, its not usually because they’re trying to refine and make better a system they are already using. The people that ask me that question aren’t using a system at all, and they’re waiting until they have a perfect system to start using it.

If you recognize yourself in this post, my suggestion is to pick the easiest system you can think of, do it consistently and with reverence for 3 months, and then evaluate how it worked.

Don’t know where to start? Here are some ideas. Pick one:

1. If you’re starting from scratch, get a little notebook and write down everything you spend. Everything. Then, twice a month, total your spending in some broad categories. No more than 12.


2. If you’re using financial software (Quicken, etc.) but you still feel you aren’t doing it right, or you don’t KNOW your numbers, make a commitment to update it once/week. Once updated, write by hand, on a piece of paper,your monthly spending in each of your major categories.


3. Try the old fashioned coffee can approach. Dole out at the beginning of the month into separate envelopes your monthly spending plan for groceries, eating out, entertainment and any other area of discretionary spending. If a month is too long, use a paperclip and post-it note to identify the 1^st – 15^th and 16^th-31^st spending.
   
   [caption id="attachment_74" align="aligncenter" width="227" caption="Perfect Envelopes (top); Done is Better than Perfect Envelopes (bottom)"][/caption]

Ok, now that you’ve picked one, just do it, don’t think about how you could do it better, just do it for 3 months. At the end of 3 month, let me know what you picked, how it worked, and how you’re going to make it a little better for your next 3 months.

Consistently, and with reverence!

Where’s your 50 year old?

I was talking to a friend of mine the other day. He’s 50ish now, happily no longer a business owner, and was telling me this story from when he was 30ish. He had started his own firm, set out on his own, was happy, was proud. A new, big client came in one day, looked around his office and asked him and his partner, “where’s your 50 year old?”

The breed of business owners is a fiercely independent one. We’re smart, risk-taking and capable. We aren’t the kind of people who pause to think that it might be a good idea to hire someone who has the experience, good and bad, of a 50 year old. A lot of us don’t want to take anyone’s advice at all.

What’s the value of having someone on your team who is the 50 year old? They have been through year after year after year of watching decisions and outcomes. They have seen what works. More importantly, they have seen what doesn’t work. It is hard to get to 50 without making a whole bunch of mistakes in your business life. What a blessing it would be to have someone on your team who could say, “oh, I saw a guy do “x” once, and two years later, he realized that it caused “y”, and “y” cost him a lot of money, or heartache, or legal battles.

Does your business have a 50 year old? If your answer is no, you might want to think about finding one. My "happily no longer a business owner" friend wishes he had; he figures it could have saved him tens of thousands of dollars.

Emotionally Investing in Your Business

I recently had the privilege of working with a client who is opening her own business. It’s rare that entrepreneurs seek financial advice before they leap. Most people, if they looked too hard at the realities of business ownership, wouldn’t do it.

One of the goals in our pre-launch work is to find some financial clarity about what her investment is, and what an acceptable rate of return is. If you buy $10,000 of mutual funds, it’s fairly simple to determine if your investment is earning 10%, 5% or losing 25%. But investing in a business has so many other components to it.

• The lifestyle component: how much you would be willing to ‘pay’ to do what you absolutely love and be your own boss.


• The opportunity cost: the difference between the salary and benefits you are leaving behind and the salary and benefits your new business will be paying you.


• Building a sellable asset: are you creating an asset that can eventually be sold and sold for how much?

If you’re considering opening a business, here are some great questions to ask yourself before you leap. What if things don’t turn out the way you planned? What if your business ends up costing you money? Would you be willing to give up a $70,000 job if you could own your own business and still earn $50,000 with the potential of building a sellable asset? Probably. Would you be willing to do the same if you were only able to earn $20,000, or $10,000?

What if your business actually started costing you money?

In accountant-speak, that’s called “Owners Investment” and it’s hidden in the balance sheet in the equity section. I hate that. What it really means is that your business didn’t earn enough to pay all of its commitments so you’ve drawn from your savings, your spouse’s income, your home equity line or even a retirement fund. When a business owner takes $1,000 from their personal account and puts it in their business account, they aren’t thinking “oh, I’m buying a $1,000 investment that will pay me a good rate of return.” They’re thinking “oh, I have to cover the payroll shortfall today.” Technically it’s an investment, but emotionally, it’s not.

How many of us would run down to the bank to transfer $1,000 of our money to buy more of a mutual fund that wasn’t performing? None. What if the fund manager promised us that it would perform better? There’s a continuum on the scale of emotional investing. It starts with mutual funds, and then specific stocks (and you crazed Apple fans know who you are), then real estate, and then business ownership. The closer we are to the asset, the more emotionally tied we become to the investment, and the less able to make analytical decisions.

Should your investment decisions be purely analytical? Nope. But they shouldn’t be purely emotional either.

Our collective moment of financial clarity

Some people think of April 15^th as an icky day. I see it as our collective moment of financial clarity. Tax day is the one day that we all know exactly how much our businesses earned, or didn’t earn, last year. Want even more clarity? Take a quiet moment and do this exercise:

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Some people think of April 15^th as an icky day. I see it as our collective moment of financial clarity. Tax day is the one day that we all know exactly how much our businesses earned, or didn’t earn, last year. Would you like even more clarity? Take a quiet moment and do this exercise:

The Power of a Salary Structure

I often begin my speaking engagements to business owners with the following:

“Hey, I have a really great job for you! You are going to be doing exactly what you love to do. You won’t have a boss. You’ll get to set your own hours. Some months I’m going to pay you a whole bunch of money! But, then there’s probably going to be some months that I won’t be able to pay you. Well, maybe a little, but not a lot. But I’m sure I’ll be able to catch up eventually. ---- Will you come work for me?”

Did I just describe the salary structure you have in your business? If you laughed,  I’m guessing: yes, it is. If so, read on.

I was working with a client of mine who has a goal of a $200,000 annual salary. She works in a field where it’s possible; it will take some hard work, but it’s possible. What kind of salary would that be? $16,666 per month. Her business will need to generate well over that to produce a net profit of $16,666 on a monthly basis.

So why would I advise her, for now, to pay herself a $1,000/month salary, no more, no less? Because it is an amount that she can successfully practice doing. She’d been paying herself big chunks of money when money came in, and then barely any at all for weeks, sometimes months. You don’t get into shape by exercising a whole bunch in one week and then not at all for another several weeks. When our businesses pay us large amounts during one good month, and then don’t pay us enough to meet our monthly needs in other months, we get out of shape, out of sorts, out of hope. Knowing what your monthly salary is, and sticking to it, no matter what, gets you and your business into shape.

She kind of thought I was crazy, or stupid, when I gave her the assignment. She did it imperfectly at first, and then she started doing it perfectly, and then, all of the sudden, she got it. It all became clear to her. It is the simple and mindful acts, taken consistently, that propel us forward in our lives, and in our businesses.