Archive for December, 2011

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On Ron Baker’s Tour Downunder

Monday, December 19th, 2011

I am very pleased to announce that Ron Baker will be touring Australia in March 2012.  We’re sorting out dates and venues at the moment and will post details as they come to hand.  John Chisholm from Chisconsult is co-ordinating most of it with a number of us other Verasagi from around Australia.

In the interim, if anyone would like to know further details, please let me know and I’ll make sure you’re given plenty of notice as things get locked in and finalised.

Ron will be available to do private meetings with interested firms (again, let me know if you’re interested in arranging one for your firm) and we’re also arranging a number of events where accountants, lawyers and other interested professionals can come and learn from the master!

On Europe’s Debt Issues…

Sunday, December 11th, 2011

Received this from a mate:

Dummies guide to what went wrong in Europe. (And USA)

Helga is the proprietor of a bar.

She realizes that virtually all of her customers are unemployed alcoholics and, as such, can no longer afford to patronize her bar.

To solve this problem, she comes up with a new marketing plan that allows her customers to drink now, but pay later.

Helga keeps track of the drinks consumed on a ledger (thereby granting the customers loans).

Word gets around about Helga’s “drink now, pay later” marketing strategy and, as a result, increasing numbers of customers flood into Helga’s bar.  Soon she has the largest sales volume for any bar in town.

By providing her customers freedom from immediate payment demands, Helga gets no resistance when, at regular intervals, she substantially increases her prices for wine and beer, the most consumed beverages.

Consequently, Helga’s gross sales volume increases massively.

A young and dynamic vice-president at the local bank recognizes that these customer debts constitute valuable future assets and increases Helga’s borrowing limit.  He sees no reason for any undue concern, since he has the debts of the unemployed alcoholics as collateral!!!

At the bank’s corporate headquarters, expert traders figure a way to make huge commissions, and transform these customer loans into DRINK BONDS.

These “securities” then are bundled and traded on international securities markets.

Naive investors don’t really understand that the securities being sold to them as “AA” “Secured Bonds” really are debts of unemployed alcoholics.

Nevertheless, the bond prices continuously climb!!!, and the securities soon become the hottest-selling items for some of the nation’s leading brokerage houses.

One day, even though the bond prices still are climbing, a risk manager at the original local bank decides that the time has come to demand payment on the debts incurred by the drinkers at Helga’s bar. He so informs Helga.

Helga then demands payment from her alcoholic patrons, but being unemployed alcoholics they cannot pay back their drinking debts.

Since Helga cannot fulfill her loan obligations she is forced into bankruptcy. The bar closes and Helga’s 11 employees lose their jobs.

Overnight, DRINK BOND prices drop by 90%. The collapsed bond asset value destroys the bank’s liquidity and prevents it from issuing new loans, thus freezing credit and economic activity in the community.

The suppliers of Helga’s bar had granted her generous payment extensions and had invested their firms’ pension funds in the BOND securities.  They find they are now faced with having to write off her bad debt and with losing over 90% of the presumed value of the bonds.

Her wine supplier also claims bankruptcy, closing the doors on a family business that had endured for three generations, her beer supplier is taken over by a competitor, who immediately closes the local plant and lays off 150 workers.

Fortunately though, the bank, the brokerage houses and their respective executives are saved and bailed out by a multibillion dollar no-strings attached cash infusion from the government.

The funds required for this bailout are obtained by new taxes levied on employed, middle-class, non-drinkers who’ve never been in Helga’s bar.

Now do you understand?

On Common Sense

Tuesday, December 6th, 2011

I received this today from one of my mates – thought you’d like to have a read and think about it:

Obituary printed in the London Times – Interesting and sad. 

Today we mourn the passing of a beloved old friend, Common Sense, who has been with us for many years. No one knows for sure how old he was, since his birth records were long ago lost in bureaucratic red tape. He will be remembered as having cultivated such valuable lessons as: 
- Knowing when to come in out of the rain; 
- Why the early bird gets the worm; 
- Life isn’t always fair; and
- Maybe it was my fault. 

Common Sense lived by simple, sound financial policies (don’t spend more than you can earn) and reliable strategies (adults, not children, are in charge).

His health began to deteriorate rapidly when well-intentioned but overbearing regulations were set in place.. Reports of a 6-year-old boy charged with sexual harassment for kissing a classmate; teens suspended from school for using mouthwash after lunch; and a teacher fired for reprimanding an unruly student, only worsened his condition. 

Common Sense lost ground when parents attacked teachers for doing the job that they themselves had failed to do in disciplining their unruly children.

It declined even further when schools were required to get parental consent to administer sun lotion or an aspirin to a student; but could not inform parents when a student became pregnant and wanted to have an abortion.

Common Sense lost the will to live as the churches became businesses; and criminals received better treatment than their victims.

Common Sense took a beating when you couldn’t defend yourself from a burglar in your own home and the burglar could sue you for assault. 

Common Sense finally gave up the will to live, after a woman failed to realise that a steaming cup of coffee was hot. She spilled a little in her lap and was promptly awarded a huge settlement. 

Common Sense was preceded in death, by his parents, Truth and Trust, by his wife, Discretion, by his daughter, Responsibility, and by his son, Reason. 

He is survived by his 4 stepbrothers; 
I Know My Rights 
I Want It Now 
Someone Else Is To Blame 
I’m A Victim 

Not many attended his funeral because so few realised he was gone. If you still remember him, pass this on. If not, join the majority and do nothing.

 

On Culture

Tuesday, December 6th, 2011

Culture – do you trust yourself with it?

 Over the past weeks, I have had the opportunity of discussing culture with a number of people from a number of different businesses and across a range of industries.  They all agree that culture is important for the success of their business, but, across their variety of operations, they all have different views of it.

 Culture is something that is very hard to define.  I remember speaking with one of my crew about it a month or two ago.  They asked when I knew that the culture in our business was working.  My response was that I didn’t – but I knew when it wasn’t!

 Culture is something that, when it is working, you don’t notice.  It happens and, in some respects, manages itself (more on that later).  It is something that a lot of businesses talk about: “we have a great culture” or “our culture’s great”.  With respect, when I hear that from a number of business owners/managers, I am somewhat sceptical.

 In many respects, culture is created by the people in your business – after all, they’re the ones who represent your business to each other and to your customers.  The way they talk about your business and their role in it speaks volumes about their level of engagement with the business and consequently, your customers.

 Over the years, we have worked on developing a culture in our business which is based on our values (you can see them on our website) – we make sure we “walk the talk”.  Unfortunately, I find that a lot of businesses talk the talk “we’re honest and trust each other and our customers” but won’t walk the talk (assess their staff on timesheets and write up bills for customers).

 In a discussion today with one of my senior technical people, we discussed the different cultures that they had seen and experienced in their career to date.  Their view was that their experience in our business was one where they were trusted, respected and free to practice their profession as they saw fit.  We provide an environment for them to thrive and be their best.  They see themselves as supported and able to develop their skills and abilities and also follow their areas of interest.

 Having been in another accounting business before us, they see their move as very positive – and it’s all due to the culture.

 We have been fortunate enough to be able to recruit and retain fabulous people over the years.  They’re terrific people and contribute in a variety of ways to each other and to the business.  They have wonderful relationships with their customers and have a level of engagement and trust with them that a lot of professional firms would love to have.  I believe this all comes down to culture.

 Stephen M R Covey wrote “The Speed of Trust” which encapsulates the benefits of positive culture well – when trust is high, speed of transaction is high and cost is low.  When trust is low, speed of transaction is low and cost is high.  I suppose the best way of demonstrating this is where you get in to a legal dispute – they generally come about because trust is lost, and we all know how expensive they can be.

 To move to a culture where you can free you people (and yourself), you need to demonstrate trust (not just talk about it).  Trust your people and let them show you and their colleagues that they are worthy of that trust – don’t micro-manage them.  If they need to be micro-managed, you might just need to look at your recruitment process!  You’re probably the issue….

 Over many years, I have found that people want to go a good job, take pride in their work, be appreciated for their contribution and to feel that they have made a difference.  Once they are in this “zone”, they will treat their colleagues with the same level of trust and they will respect each other enough to be open when the team doesn’t perform to the accepted level.  In effect, they become a self-managing team.  Isn’t this what a profession is all about?  AND, you don’t need to manage them.

 I must admit that I have made mistakes with recruitment over the years.  Big egos generally don’t work well in a team environment (unless they are reasonably emotionally aware), destabilisers don’t work (at all – they’re just plain dangerous), self-interested people don’t work (they’re too focussed on themselves) and people who are simply in the wrong roles won’t work.

 To be incredibly harsh, the list above is one which can be used to describe the owners/managers of a number of businesses (especially professional businesses) that I have seen – they are ego-centric hoarders of glory who believe they need to divide to conquer.  There are a great many exceptions to this generalisation – and I apologise to them.

 Culture needs to be very clearly delineated in the mind of the custodian of the business.  It is not about them, it’s about what they can help their people to be.  It’s like a surgeon – if they’re not working, they’re not earning.  To enable your business to earn without you, you need to develop a culture that is based on trust.  Then you need to walk the talk.

 So, do you trust your people – and most especially yourself – to develop the culture you’ve always wanted?

On Success

Thursday, December 1st, 2011

Received the following summary from one of my mates.  It is observations by four highly successful people (they’re billionaires) on what it takes to be successful.  I thought it was well worth sharing:

Barbara Walters on 20/20 (via The Wealth Report) interviews four billionaires, and culls out some wisdom for managing success.

Here is the top 10 list culled from billionaires:

1. Figure out what you’re so passionate about that you’d be happy doing it for 10 years, even if you never made any money from it. That’s what you should be doing.
2. Always be true to yourself.
3. Figure out what your values are and live by them, in business and in life.
4. Rather than focus on work-life separation, focus on work-life integration.
5. Don’t network. Focus on building real relationships and friendships where the relationship itself is its own reward, instead of trying to get something out of the relationship to benefit your business or yourself.
6. Remember to maximize for happiness, not money or status.
7. Get ready for rejection.
8. Success unshared is failure. Give back — share your wealth.
9. (A secret so powerful, we simply cannot tell you)
10. Successful people do all the things unsuccessful people don’t want to do.

Source: The Big Picture