Make yourself indispensable, and you will move up. Act as though you are indispensable, and you will move out

Jules Ormont

I've Learned...

I've learned that you cannot make someone love you. All you can do is be someone who can be loved. The rest is up to them.

I've learned that no matter how much I care, some people just don't care back.

I've learned that it's not what you have in your life, but who you have in your life that counts.

I've learned that you can get by on charm for about 15 minutes. After that, you'd better know something.

I've learned that you shouldn't compare yourself to the best others can do, but to the best you can do.

I've learned that it's not what happens to people that's important. It's what they do about it.

I've learned that no matter how thin you slice it, there are always two sides.

I've learned that it's taking me a long time to become the person I want to be.

I've learned that it's a lot easier to react than it is to think.

I've learned that you should always leave loved ones with loving words. It may be the last time you see them.

I've learned that you can keep going long after you think you can't.

I've learned that we are responsible for what we do, no matter how we feel.

I've learned that either you control your attitude or it controls you.

I've learned that regardless of how hot and steamy a relationship is at first, the passion fades and there had better be something else to take its place.

I've learned that heroes are the people who do what has to be done when it needs to be done, regardless of the consequences.

I've learned that learning to forgive takes practice.

I've learned that there are people who love you dearly, but just don't know how to show it.

I've learned that money is a lousy way of keeping score.

I've learned that my best friend and I can do anything or nothing and have the best time.

I've learned that sometimes the people you expect to kick you when you're down may be the ones to help you get back up.

I've learned that I'm getting more and more like my grandma, and I'm kinda happy about it.

I've learned that sometimes when I'm angry I have the right to be angry, but that doesn't give me the right to be cruel.

I've learned that true friendship continues to grow, even over the longest distance. Same goes for true love.

I've learned that just because someone doesn't love you the way you want them to doesn't mean they don't love you with all they have.

I've learned that maturity has more to do with what types of experiences you've had and what you've learned from them and less to do with how many birthdays you've celebrated.

I've learned that you should never tell a child her dreams are unlikely or outlandish. Few things are more humiliating, and what a tragedy it would be if she believed it.

I've learned that your family won't always be there for you. It may seem funny, but people you aren't related to can take care of you and love you and teach you to trust people again. Families aren't biological.

I've learned that no matter how good a friend someone is, they're going to hurt you every once in a while and you must forgive them for that.

I've learned that it isn't always enough to be forgiven by others. Sometimes you have to learn to forgive yourself.

I've learned that no matter how bad your heart is broken the world doesn't stop for your grief.

I've learned that our background and circumstances may have influenced who we are, but we are responsible for who we become.

I've learned that sometimes when my friends fight, I'm forced to choose sides even when I don't want to.

I've learned that just because two people argue, it doesn't mean they don't love each other. And just because they don't argue, it doesn't mean they do.

I've learned that sometimes you have to put the individual ahead of their actions.

I've learned that we don't have to change friends if we understand that friends change.

I've learned that if you don't want to forget something, stick it in your underwear drawer.

I've learned that you shouldn't be so eager to find out a secret. It could change your life forever.

I've learned that the clothes I like best are the ones with the most holes in them.

I've learned that two people can look at the exact same thing and see something totally different.

I've learned that no matter how you try to protect your children, they will eventually get hurt and you will hurt in the process.

I've learned that there are many ways of falling and staying in love.

I've learned that no matter the consequences, those who are honest with themselves, get further in life.

I've learned that many things can be powered by the mind, the trick is self-control.

I've learned that no matter how many friends you have, if you are their pillar, you will feel lonely and lost at the times you need them most.

I've learned that your life can be changed in a matter of hours by people who don't even know you.

I've learned that even when you think you have no more to give, when a friend cries out to you, you will find the strength to help.

I've learned that writing, as well as talking, can ease emotional pains.

I've learned that the paradigm we live in is not all that is offered to us.

I've learned that credentials on the wall do not make you a decent human being.

I've learned that the people you care most about in life are taken from you too soon.

I've learned that although the word "love" can have many different meanings, it loses value when overly used.

I've learned that it's hard to determine where to draw the line between being nice and not hurting people's feelings and standing up for what you believe.

I've learned that no matter how fast or how far you go, you can't outrun God.

I've learned that no matter how far away I've been, He'll always welcome me back.

I've learned that love is not for me to keep, but to pass on to the next person I see.

I've learned that even if you do the right thing for the wrong reason, it's still the wrong thing to do.

Business Financial management in the small firm is characterized, in several distinct cases, by the necessity to face a somewhat
different set of issues and opportunities than those faced by a massive corporation. 1 immediate and obvious difference is that a
majority of smaller firms do not ordinarily have the opportunity to openly sell issues of bonds or stocks so as to raise capital.
The owner-manager of a bigger company must rely mostly on trade credit, bank financing, lease financing, and private equity to
finance the company. One, therefore faces a far more severely restricted pair of funding choices than those confronted with the
financial vice president or treasurer of a massive corporation.

On the other Hand, if small business financial management is concern, many fiscal issues facing the small firm are very like those
of larger corporations. By way of instance, the investigation necessary for a long-term investment choice like the purchase of
heavy machines or the evaluation of lease-buy options, is fundamentally the same regardless of the size of their firm. Once the
decision is made, the financing alternatives available to the business might be radically different, but the decision procedure
will be generally comparable.

1 area of Special 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 business. Deficiency of control in this vital area is a primary source of business failure in both small and large businesses.

The business Manager must continually be alert to changes in working capital accounts, the reason behind these changes and the
consequences of those changes for the financial health of the corporation. 1 convenient and efficient system to highlight the key
managerial requirements in this area would be to see working capital concerning its important components:

Cash and Equivalents. This most liquid form of current assets, cash and cash equivalents (usually marketable securities or
short-term certification of deposit) requires continuous oversight. A well planned and maintained cash budgeting process is
imperative to answer key questions such as: Why is the cash level sufficient to meet current expenses as they come due? What are
the timing relationships between cash inflows and outflows? When will summit cash needs occur? What's going to be the magnitude of
bank borrowing needed to fulfill some cash shortfalls? So when will this borrowing be necessary and when may repayment be
expected? Accounts Receivable. Virtually all companies must extend credit to their customers. Crucial issues in this area include:
Is the amount of accounts receivable fair in relation to earnings? On the average, how quickly are accounts receivable being
collected? Which customers are"slow payers?" What action 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 so, are worthy of close scrutiny. Key
questions which must be considered within this area include: Why is your level of inventory reasonable in relation to sales and
the working features of the small business? How rapidly is inventory turned over compared to other businesses in the same
industry? Is any funds invested in dead or slow moving stock? Are earnings being lost as a result of inadequate inventory levels?
If appropriate, what action ought to be taken to increase or reduce inventory?

Accounts Payable and Trade Notes Payable. In a business, 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
firm's payment policy such it will enhance or detract from the firm's credit rating? If accessible, are discounts being taken?
What will be the timing relationships involving payments on accounts payable and set on accounts receivable?Notes Payable. Notes payable to banks or other lenders are a second major source of funding for the business. Important questions
in this course include: what's the amount of bank borrowing employed? Can this debt amount reasonable in regard to the equity
financing of the firm? When will principal and interest payments fall due? Will funds be available to meet those obligations on
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 products. Of main concern in this region, especially with regard to taxes payable, is the size, timing, and
availability of funds for the payment. Careful planning is required to insure that these obligations are met on time.

As a final Notice, it's important to realize that although the operating capital accounts previously are recorded separately, they
must also be viewed in complete and from the perspective of their connection to one another: What is the general trend in net
working capital? Is this a healthy trend? Which person balances are responsible for the trend? How does the firm's working capital
position relate to similar sized firms in the industry? What can be done to correct the fashion, if needed?

Of course, the Questions posed are a lot easier to ask than to answer and there are several"general" replies to the problems
raised. The guides that follow provide suggestions, techniques, and instructions for successful management which, when tempered
with the expertise of the individual owner-manager along with the unique demands of the particular industry, may be expected to
improve the capacity to manage efficiently the financial resources of a business enterprise.

There is one Easy reason to comprehend and observe business financial planning in your business - to prevent failure. Eight of ten
new businesses fail primarily due to the lack of good fiscal planning.

Company Financial planning affects how and on what conditions you'll have the ability to attract the funding required to
establish, preserve, and expand your company.

Financial Planning determines the raw materials you'll be able to afford to purchase, the products you will have the ability to
create, and whether you will be able to sell them economically. It affects the human and physical resources you'll be able to get
to operate your business. It'll be a major determinant of whether you will be able to produce your hard work profitable.

This segment Provides an summary of the essential components of financial management and planning. Used sensibly, it is going to
make the reader - the small business owner/manager - comfortable enough with the fundamentals to have a fighting chance of success
in today's highly competitive business environment.

A clearly Conceived, well documented financial plan, establishing objectives and including the The use of Pro Forma Statements and
Budgets to ensure financial management, will Demonstrate not just that you understand what you want to do, but that you understand
how To accomplish it. This demonstration Is Vital to attract the funds Required by your business from lenders and investors.

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