The Invitation

It doesn't interest me what you do for a living. I want to know what you ache for, and if you dare to dream of meeting your heart's longing.

It doesn't interest me how old you are. I want to know if you will risk looking like a fool for love, for your dreams, for the adventure of being alive.

It doesn't interest me what planets are squaring your moon. I want to know if you have touched the center of your sorrow, if you have been opened by life's betrayals, or have become shriveled and closed from fear of further pain! I want to know if you can sit with pain, mine and your own, without moving to hide it or fade it or fix it. I want to know if you can be with JOY, mine or your own: if you can dance with wildness and let the ecstasy fill you to the tips of your fingers and toes without cautioning us to be careful, to be realistic, or to remember the limitations of being human.

It doesn't interest me if the story you are telling me is true. I want to know if you can disappoint another to be true to yourself: if you can bear the accusation of betrayal and not betray your own soul. I want to know if you can be faithful and therefore trustworthy. I want to know if you can see beauty even when it is not pretty everyday, and if you can source your life from its presence. I want to know if you can live with failure, yours or mine, and still stand on the edge of a lake and shout to the silver of the full moon, "YES!"

It doesn't interest me to know where you live or how much money you have. I want to know if you can get up after the night of grief and despair, weary and bruised to the bone, and do what needs to be done for the children.

It doesn't interest me who you are, or how you came to be here. I want to know if you will stand in the center of the fire with me and not shrink back.

It doesn't interest me where or what or with whom you have studied. I want to know what sustains you from the inside when all else falls away. I want to know if you can be alone with yourself, and if you truly like the company you keep in the empty moments.

Realistic goals: Beyond your grasp - but within your reach.

Anonymous

Prayer for Peace

Lord,

make me an instrument of your peace.

Where there is hatred, let me sow love;

where there is injury, pardon;

where there is doubt, faith;

where there is despair, hope;

where there is darkness, light;

where there is sadness, joy.

O Divine Master,

grant that I may not so much seek

to be console, as to console;

to be understood, as to understand;

to be loved, as to love.

For it is in giving that we receive;

it is in pardoning that we are pardoned;

and it is in dying

that we are born to eternal life.

(Prayer for Peace - St. Francis of Assisi)

I cannot teach anybody anything, I can only make them think.

Socrates

Today

Mend a quarrel. Search out a forgotten friend. Dismiss suspicion and replace it with trust. Write a love letter. Share some treasure. Give a soft answer. Encourage youth. Manifest your loyalty in a word or deed.

Keep a promise. Find the time. Forego a grudge. Forgive an enemy. Listen. Apologize if you were wrong. Try to understand. Flout envy. Examine your demands on others. Think first of someone else. Appreciate, be kind, be gentle. Laugh a little more.

Deserve confidence. Take up arms against malice. Decry complacency. Express your gratitude. Worship your God. Gladden the heart of a child. Take pleasure in the beauty and wonder of the earth. Speak your love. Speak it again. Speak it still again. Speak it still once again.

It Couldn't Be Done

Somebody said that it couldn't be done,
But he with a chuckle replied
That maybe it couldn't, but he would be one
Who wouldn't say so "till he tried."
So he buckled right in with the trace of a grin
On his face. If he worried, he hid it.
He started to sing as he tackled the thing
That couldn't be done, and he did it.

Somebody scoffed: "Oh, you'll never do that;
At least no one ever has done it."
But he took off his coat and took off his hat
And the first thing he knew he'd begun it.
With the lift of his chin and a bit of a grin,
Without any doubting or quiddit,
He started to sing as he tackled the thing
That couldn't be done, and he did it.

There are thousands to tell you it cannot be done,
There are thousands to prophesy failure;
There are thousands to point out to you, one by one,
The dangers that wait to assail you.
But just buckle right in with a bit of a grin,
Then take off your coat and go to it;
Just start in to sing as you tackle the thing
That cannot be done, and you'll do it.

Company Financial management in the small firm is characterized, in several different cases, by the necessity to face a somewhat
different set of problems and opportunities than those confronted by a massive corporation. 1 immediate and obvious distinction is
that a majority of smaller firms do not ordinarily have the chance to openly sell issues of bonds or stocks so as to raise
capital. The owner-manager of a smaller firm must rely mostly on trade credit, bank financing, lease financing, and personal
equity to fund the business. One, hence faces a much more severely restricted pair of financing alternatives than those confronted
with the financial vice president or treasurer of a large corporation.

On the other Hand, if small business financial management is concern, many fiscal problems facing the small firm are very similar
to those of larger businesses. For example, the analysis necessary for a long-term investment choice like the purchase of heavy
machines or the test of lease-buy options, is essentially the exact same whatever the size of their company. Once the choice is
made, the funding choices available to the firm may be radically different, but the decision procedure will be generally
comparable.

1 area of Particular concern for the smaller business owner lies in the successful management of working capital. Net working
capital is defined as the gap between current assets and current liabilities and is often thought of as the"circulating capital"
of the enterprise. Deficiency of control in this crucial area is a primary cause of business failure in both small and large
businesses.

The business Manager must continually be alert to changes in working capital accounts, the cause of those changes and the
consequences of these changes for the fiscal health of the company. 1 convenient and efficient system to underline the key
managerial demands in this area would be to view working capital concerning its important components:

Cash and Equivalents. This most liquid type of present assets, cash and cash equivalents (usually marketable securities or
short-term certificate of deposit) requires constant supervision. A well planned and maintained money budgeting process is
imperative to answer crucial questions such as: Why is the cash level sufficient to satisfy current expenses as they come due?
What are the time connections between cash inflows and outflows? When will peak cash needs occur? What's going to be the magnitude
of bank borrowing needed to fulfill any cash shortfalls? When will this borrowing be necessary and if will repayment be
anticipated? Accounts Receivable. Virtually all businesses are required to extend credit to their clients. Key issues in this area
include: Is the number of accounts receivable reasonable in relation to sales? On the average, how rapidly are accounts receivable
being accumulated? Which clients are"slow payers?" What action should be taken to speed collections where needed?Inventories.Inventories frequently constitute 50 percent or more of a firm's current assets and therefore, are worthy of close
scrutiny. Key questions which must be considered within this area include: Is your level of stock reasonable concerning sales and
the operating features of the small business? How quickly is inventory turned over in relation to other businesses in precisely
the exact same industry? Isn't any capital invested in dead or slow moving stock? Are sales being dropped due to insufficient
inventory levels? When appropriate, what actions ought to be taken to increase or decrease inventory?

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

Accrued Expenses and Taxes Payable. Accrued taxes and expenses payable represent responsibilities of the firm as of the date of
balance sheet preparation. Accrued expenses represent such items as wages payable, interest payable on bank notes, insurance
premiums payable, and similar items. Of primary concern in this region, particularly with respect to taxes payable, is the
magnitude, timing, and availability of funds for payment. Careful planning is required to insure that these obligations are met on
time.

As a final Note, it is important to recognize that although the working capital accounts above are recorded individually, they
need to also be looked at in complete and from the perspective of the relationship to one another: what's the overall trend in net
operating capital? Is this a healthy trend? Which person accounts are liable for the trend? How does the firm's working capital
position relate to similar sized firms in the business? What could be done to correct the fashion, if necessary?

Obviously, the Questions posed are much easier to ask than to answer and you will find several"general" answers to the issues
raised. The manuals that follow provide hints, techniques, and instructions for successful management that, when tempered with the
expertise of the individual owner-manager along with the distinctive requirements of the particular sector, might be expected to
improve one's ability to handle effectively the fiscal resources of a business enterprise.

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

Company Financial preparation impacts how and on what conditions you'll be able to pull the funding needed to establish, maintain,
and expand your company.

Financial Planning determines the raw materials you'll be able to afford to buy, the products you will be able to create, and
whether or not you will be able to sell them efficiently. It affects the physical and human resources you'll have the ability to
acquire to operate your business. It'll be a major determinant of whether or not you will be able to produce your hard work
rewarding.

This segment Provides an summary 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 success in
today's highly competitive business environment.

A clearly Conceived, nicely recorded fiscal plan, establishing objectives and such as the Use of Pro Forma Statements and Budgets
to ensure financial management, will Demonstrate not only that you know what you wish to do, but you understand how To accomplish
it. This demonstration is essential to attract the capital Required by your company from creditors and investors.

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