15 Ways to Enhance Your Day

Get up early.

Look around outside before going to work

Relax and enjoy your meals.

Spend time with friends.

Pace yourself.

Find a quiet place to go to.

Praise yourself and others.

Develop positive relationships.

See your mistakes as stepping stones.

Keep track of your own moods so you can watch out for them.

Say No without feeling guilty.

Learn effective time management.

Pay attention to health, diet and sleep.

Exercise regularly.

Keep from comparing yourself to others.

 

Not failure, but low aim, is a crime

James Russell Lowell

 

 

Things We Can Learn from a Dog ...

Never pass up the opportunity to go for a joy ride.

Allow the experience of fresh air and the wind in your face to be pure ecstasy.

When loved ones come home, always run to greet them.

When it's in your best interest, practice obedience.

Let others know when they've invaded your territory.

Take naps and stretch before rising.

Run, romp and play daily.

Eat with gusto and enthusiasm.

Be loyal.

Never pretend to be something you're not.

If what you want lies buried, dig until you find it.

When someone is having a bad day, be silent, sit close by and nuzzle them gently.

Thrive on attention and let people touch you.

Avoid biting when a simple growl will do.

On hot days, drink lots of water and lie under a shady tree.

When you're happy, dance around and wag your entire body.

No matter how often you're scolded, don't buy into the guilt thing and pout .. run right back and make friends.

Delight in the simple joys of a long walk.

 

More people would learn from their mistakes if they weren’t so busy denying them

J. Harold Smith

 

Things to Remember

I find what I look for in people. If I look for God, I find God. If I look for bad qualities, I find them. I, in a sense, select what I expect, and I receive it.

A life without challenges would be like going to school without lessons to learn. Challenges come not to depress or get me down, but to master and to grow and to unfold thereby.

In the Father's wise and loving plan for me, no burden can fall upon me, no emergency can arise, no grief can overtake me, before I am given the grace and strength to meet them.

A rich, full life is not determined by outer circumstances and relationships. These can be contributory to it, but cannot be the source. I am happy or unhappy because of what I think and feel.

I can never lose anything that belongs to me, nor can I posses what is not really mine.

To never run from a problem: either it will chase me or I will run into another just like it, although it may have a different face or name.

To have no concern for tomorrow. Today is the yesterday over which I had concern.

To never bang on a closed door: Wait for it to open and then go through it.

A person who has come into my life has come either to teach me something, or to learn something from me.

 

Another Bill of Rights

You have the right to be you-the way you are. the way you want to be.

You have the right to grow, to change, to become, to strive. to reach for any goal, to be limited only by your degree of talent and amount of effort.

You have the right to privacy-in marriage, family, or any relationship or group-the right to keep a part of your life secret, no matter how trivial or important, merely because you want it to be that way. You have the right to be alone part of the each day, each week and each year to spend time with and on yourself.

You have the right to be loved and to love, to be accepted, cared for, and adored, and you have the right to fulfill that right.

You have the right to ask questions of anyone at anytime in any matter that effects your life, so long as it is your business to do so; and to be listened to and taken seriously.

You have the right to self-respect and to do everything you need to do to increase your self-esteem, so long as you hurt no one in doing so.

You have the right to be happy, to find something in the world that is meaningful and rewarding to you and that gives you a sense of completeness.

You have the right to be trusted and to trust and to be taken at your word. If you are wrong, you have the right to be given a chance to make a good if possible.

You have the right to change your mind.

You have the right to be free as long as you act responsibly and are mindful of the rights of others and of those obligations that you entered into freely.

You have the right to win, to succeed, to compete, to make plans. to see those plans fulfilled. to become the best you can possibly become.

You have a right to boundaries and limit, a right to be intentional, a right to choice.

 

 

 

Company Financial management in the business is characterized, in many distinct instances, by the necessity to face a somewhat
different set of issues and opportunities than those confronted by a massive corporation. One immediate and obvious difference is
that a vast majority of smaller businesses do not ordinarily have the opportunity to openly sell issues of bonds or stocks in
order to raise capital. The owner-manager of a bigger company must rely primarily on trade credit, bank financing, lease
financing, and private equity to fund the company. One, therefore faces a much more severely restricted set of funding choices
than those confronted by the financial vice president or treasurer of a large corporation.

On another Hand, when small business financial management is concern, many financial issues facing the small firm are very similar
to those of larger businesses. By way of instance, the investigation required for a long-term investment decision such as the
purchase of heavy machinery or the evaluation of lease-buy alternatives, is fundamentally the exact same regardless of the size of
the company. When the choice is made, the funding alternatives available to the business might be radically different, however,
the decision procedure will be generally similar.

One area of Particular concern for the smaller business owner lies in the successful management of working capital. Net working
capital is defined as the difference between current assets and current liabilities and is often considered as the"circulating
capital" of the enterprise. Deficiency of management in this crucial area is a key source of business failure in both small and
massive businesses.

The business Manager must continually be alert to changes in working capital accounts, the cause of those changes and the
consequences of those changes for the financial health of the company. One convenient and effective method to underline the
crucial managerial demands in this area would be to view working capital in terms of its major components:

Cash and Equivalents. This most liquid form of present assets, cash and cash equivalents (usually marketable securities or
short-term certificate of deposit) requires continuous oversight. A well planned and maintained money budgeting process is
imperative to answer crucial questions such as: Is your cash level adequate to meet current expenses as they come due? What are
the time relationships between cash inflows and outflows? When will peak cash needs happen? What will be the size of bank
borrowing needed to meet any cash shortfalls? So when will this borrowing be necessary and when may repayment be expected?
Accounts Receivable. Virtually all businesses are required to extend credit to their clients. Crucial issues in this field
include: Is the amount of accounts receivable reasonable in relation to earnings? On the average, how rapidly are accounts
receivable has been collected? Which customers are"slow payers?" What actions ought to be taken to rate sets where required?
Inventories.Inventories frequently make up 50 percent or more of a firm's current assets and therefore, are deserving of close
scrutiny. Key questions that must be considered within this area include: Why is the level of stock reasonable in relation to
sales and the working features of the small business? How quickly is stock turned over in relation to other companies in precisely
the exact same industry? Is any capital invested in dead or slow moving inventory? Are earnings being dropped as a result of
insufficient inventory levels? If appropriate, what action ought to be taken to increase or reduce inventory?

Accounts Payable and Trade Notes Payable. In a company, trade credit often provides a significant source of financing for the
firm. Key issues to research in this class include: Is the sum of money owed to providers reasonable concerning purchases? Is the
company's payment policy such it will enhance or detract from the company's credit score? If accessible, are discounts being
taken? Which will be the timing relationships involving payments on accounts payable and collection accounts receivable?Notes
Payable. Notes payable to banks or other creditors are a second major source of financing for the business. Important questions in
this class include: What is the amount of bank borrowing employed? Is this debt amount fair in regard to the equity financing of
the company? When will principal and interest payments fall due? Will it be available to meet those payments in time?

Accrued Expenses and Taxes Payable. Accrued taxes and expenses payable represent obligations of the firm as of the date of balance
sheet preparation. Accrued expenses represent such things as salaries payable, interest payable on bank notes, insurance premiums
payable, and similar items. Of main concern in this area, especially with regard to taxes payable, is the magnitude, timing, and
availability of funds for the payment. Careful planning must insure that these obligations are met in time.

As a final Notice, it's very important to realize that although the working capital accounts above are listed individually, they
need to also be looked at in total and from the perspective of their relationship to one another: What is the overall trend in net
working capital? Is this a healthy trend? Which individual balances are responsible for this trend? How can the company's working
capital position relate to similar sized companies in the industry? What can be done to correct the fashion, if necessary?

Obviously, the Questions posed are a lot easier to ask than to answer and you will find few"general" answers to the issues raised.
The manuals that follow provide hints, techniques, and instructions for successful management that, when tempered with the
experience of the individual owner-manager and the unique requirements of the particular industry, might be expected to enhance
the ability to manage effectively the financial resources of a company enterprise.

There's one Easy reason to understand and observe business financial planning on your company - to avoid failure. Eight of ten new
businesses fail primarily because of the dearth of good financial planning.

Business Financial preparation affects how and on what conditions you'll have the ability to pull the funding needed to establish,
preserve, and expand your company.

Financial Planning decides the raw materials you'll be able to afford to buy, the products you will have the ability to create,
and whether or not you will have the ability to market them economically. It affects the human and physical resources you'll have
the ability to get to operate your business. It will be a significant determinant of whether you will be able to make your hard
work rewarding.

This section Provides an overview of the essential elements of financial management and planning. Used wisely, it will make the
reader the small business owner/manager - comfortable enough with all the fundamentals to have a fighting chance of succeeding in
today's highly competitive business environment.

A clearly Conceived, nicely recorded fiscal plan, establishing goals and including the The use of Pro Forma Statements and Budgets
to ensure financial management, will Demonstrate not just that you understand what you wish to do, but that you understand how To
achieve it. This demonstration is essential to attract the funds Required by your business from creditors and investors.

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