How To Manage Home-Business Cash Flow Effectively

There's something you can never afford to forget when you are running a

business out of your home --  cash is king!

Whether it is a multi-billion dollar empire, such as Bill Gates' Microsoft,

or the tiny mom-and-pop convenience store on the street corner, cash is the

life blood of the business.

In today's uncertain economy with ever rising interest rates, many small

businesses with limited financial training are having problems staying

alive, let alone prospering.  In fact, 63% of new businesses don't survive

six years -- and most work-at-home people fail within 6 months!

The primary reason is bad cash management.  To many self-employed people

neglect their cash flow until it is too late to recover.  Suddenly, presto!

it 's back to your office job!  We don't want that to happen.

So the big question is: will you be able to manage your cash flow

effectively?  If you are not sure, then you are on shaky ground.

Les Masonson, author of Cash, Cash, Cash: The Three Principles of Business

Survival and Success, says cash flow is all about, "getting the money from

customers sooner, paying bills at the last possible moment, concentrating

money to a single bank account, managing accounts payable, accounts

receivable and inventory more effectively, and squeezing every penny out of

your daily business."

Let's break down Masonson's tips one at a time.

FAST COLLECTION

In your business, you should collect money as fast as you can.  To do so,

try these four things:

(1) Try to speed up customer orders by having them fax their orders to you.

(2) Send out your invoices the same day goods are shipped, not a week or

two later.

(3) Indicate on your invoice when payment is due, and specify the penalty

interest for late payment.

(4)Consider using a bank lock box (post office box strategically located

near customers to reduce mail time) to collect your mailed checks from

customers across the country.  You lockbox bank picks up mail around the

clock including weekends, processes the checks and credits your account.

(Note:  this last step is probably more appropriate for businesses grossing

more than $25 million annually.  You may not be there yet, but keep it in

mind for when you get there)!

DEPOSIT CHECKS FAST!

This seems only obvious, but it's extremely important.  In fact, here are

Masonson's six sure-fire suggestions for getting the fastest availability

on deposited checks.

(1) Always deposit checks the same day they are received.  Don;t hold

checks until the next day because you lose one day's float.  Key point: you

can lose three days of float by not depositing Friday's checks until

Monday.

(2) Obtain availability of 0 to 2  days on deposited checks.  Don't let

your bank give you the customer availability of 1 to 5 days.  Be

persistent.  Ask the bank for its "availability schedule" and scan it to be

sure you're receiving fast availability of two days or less.

Each bank has its own availability schedule.  This is used to assign check

availability to consumers, business (commercial accounts), and large

corporate accounts.  Availability is the number of days until you can use

the money deposited by check as cash.  For example, a $1,000 check

deposited today and assigned a one-day availability can be withdrawn as

cash tomorrow.

(3) Don't deposit checks in a bank's Automated Teller Machine or use the

Night Depository since you have no evidence that you actually deposited the

checks you said you did.  Remember, you only receive a receipt that shows

the time and dollar amount on the deposit at the ATM, and you get no

receipt at the Night Depositor.

(4) MICR encode your customer's checks (using a machine that prints

magnetic ink on the bottom of the check) with the dollar amount before

depositing them in the bank if you deposit more than 500 checks per month.

Banks charge 3 to 5 cents less for each encoded check.  Used encoded

machines cost about $1,500.  (Check your Yellow Pages under bank equipment

for dealers).  Besides saving money, you may get another benefit: faster

check availability.

(5) Ask you bank about its deadline for receiving availability on deposited

checks.  Some banks may require a deposit of an encoded check by 2 p.m.,

even though the bank is open to 5 p.m.  Make sure you make this deadline,

otherwise you lose one day's float.

(6) Before using a bank's ATM for check deposits, find out the bank's

availability deadline.  Some banks have a 12 noon cut-off time which means

that any checks deposited later are considered to be deposited the next

day!  In that case, you lose an entire day's float, even though you did

your bit to get the checks cashed.

HAVE A SUPER TIGHT ACCOUNTS

RECEIVABLE POLICY

Many people think it is no big deal to neglect accounts receivable until

bills are collectible.  This is bad cash flow policy.  Here are seven

excellent tips for handling accounts receivable:

(1) Check the financial health of a new customer before offering them

credit.  One way of doing this is by using a rating service, such as Dun &

Bradstreet (1-800-234-3867).

(2) Ask a new customer for five business references and don't neglect to

call them.

(3) Don't offer too generous discounts, such as 3% for payment in 10 days.

A better rate is 1.5% cash discount.  It costs you less.

(4) Charge a "late fee" of 2% per month to customers who pay late and

charge back customers who take discounts after the discount periods.

(5) Follow up on late payers with phone calls and letters.   These may seem

a bit extreme, but the first letter should go out the very day the amount

is one day late!  After 30 days late, start this sequence:

-- send out a letter from your attorney

--turn over the account to a collection agency

--use a collection attorney

(6) Don't send out new merchandise if bills remain unpaid.  Remember that

bad debts hurt your bottom line!  Be vigilant and try to get at least

periodic payments from slow payers.

(7) Instruct your bank to automatically deposit "returned checks."  Ask

your bank if they offer Return Item box service.  If they do, then use it

to redeposit your check and charge back the bank return item free to your

customer.

These seven steps are tough and unrelenting, but they may make the

difference between a positive cash flow month and a sluggish month for your

business.

It may seem a bit hypocritical to demand swift and exacting payment, and

then do what we suggest next.  But just remind yourself, all (almost) is

fair in love and war and business.

DISBURSE YOUR MONEY SLOWLY

Just the opposite of collecting at the earliest possible moment, you should

never pay a day sooner than you have to, unless you get a discount for

doing so.  A lot of people believe in staying ahead of bills and paying

them as early as possible, but that's just poor cash management.  You want

to keep your money in your hands as long as you can. Here are five

suggestions to slow down your disbursements:

(1) Pay your invoices on the last day they're due, not before.

(2) try to mail your payment on Thursday or Friday to pick up a few extra

days mail float over the weekend.

(3) Use business credit cards for travel, lodging, meals, and small

expenses for yourself and your employees.  With credit cards you typically

don;t have to make payment until 25 days after receiving the statement.

Use this float by investing the money.  In total, you can typically keep

your money invested for 45 days from date of purchase.

(4) Don't issue advances to employees.  Have them use their personal credit

cards or business cards, if you provide them

(5) Consider setting up a remote disbursement checking account in another

state to extend the check clearing float by at least a day.  This practice

is used very successfully by 17% of large companies.  The downside of this

practice is that some vendors may complain about their delayed availability

on their bank deposit.  But this can be overcome by mailing them their

checks one day earlier.

Now, many small businesses neglect to reconcile their monthly bank

statements or assume that the bank never makes a mistake.  Banks do make

mistakes, and you must stay on top of your disbursement to control your

cash flow.  If you are one of those people who simply can't stand to

balance you check book, you can use a bank's standard account reconcilement

services for a low monthly price -- $30 to $70  base charge and 5 to 7

cents a check.  When is it best to use a bank's reconcilement service?

Here are six suggestions:

(1) When you have a monthly check volume of at least 500 checks.

(2) When you need specialized reports.

(3) When you are currently performing your own reconcilement.

(4) You can find software at a reasonable price that meets your needs.

Companies offering accounting software include DacEasy, Inc.

(800-877-8088); Real world Corp (800-678-6336) and Peachtree

(800-247-3224).

(5) When you don't have your own PC or any other kind of computer system.

(We already warned you about that).

(6)  When you have no staff to do it, or time to do it yourself.

NO EXTRA MONEY IN YOUR BANK ACCOUNT

Many businesses make the mistake of keeping too much money in their bank

accounts to pay for bank services.  This money could be used more

effectively elsewhere -- such as to pay off a loan or to invest at a more

competitive rate.  Many businesses have no idea how much money to leave in

the bank or what alternatives they have to compensate the bank.  Take some

time to find out what your minimum balance needs to be.

GET AN ACCOUNT ANALYSIS STATEMENT

How do you know how much money (bankers refer to this as "balances") to

leave in your checking account to pay for bank's services?  That's a

question that more business owners should be asking themselves.

(1) First, get a price list which shows how much your bank charges for

services like account maintenance, checks deposited, checks paid, stop

payments and wire transfers.

(2) Ask the bank to send you a monthly "Account Analysis Statement."  The

analysis statement contains the average balance levels for the month --

both the ledger and the available balance -- as well as a listing of

services used, their transaction volumes and cost.  This statement should

be obtained in addition to the regular monthly bank statement.

(3) Look at the account analysis to see whether you are overcompensating

the bank.  Then pull out any excess funds and invest them in a

high-yielding money market mutual fund, for example.

A word of advice:  Smaller banks may not know what you are talking about

when you ask for an account analysis.  Larger banks often offer such a

statement, but you have to ask for it.  And don't let them charge you for

this kind of statement since it is only an invoice.

INVENTORY IS NOT CASH

Every item you have sitting on your shelf should eventually be transformed

into cash in your bank account, and the sooner the better.  As long as it's

inventory, it's basically dead weight.  If it is not moving, you're not

having cash flow.

Here are six recommendations to minimize the cost of your inventory:

(1) Attempt to forecast as accurately as you can the day, week and month

what you expect to sell.

(2) If you are dealing in more than one item, determine which item accounts

for 80% of your sales.  Then minimize ordering other items that are selling

poorly or infrequently.

(3) Determine how fast you can get inventory, once you order it.  Try to

order as late as you can.  Some firms can use "just-in-time" inventory

which enables them to receive their order the day they need it.

(4) Determine your economic order quantity and don't order too much

inventory just to save a few pennies.

(5) Shop around and make sure you are getting competitive prices.

(6) Develop a policy for determining what is obsolete inventory, and how

you can get rid of it.  The best way to get rid of dead inventory is to

sell it whatever you can get for it, even if that's only 10 percent of what

you paid for it.  At least it will generate cash flow.

DON'T FORGET CONTINUITY SALES

Once of the most exceptional ways of controlling and improving cash flow

well into the future is by employing something called continuity of sales

or services.

Continuity sales are simply a contract to purchase products or services on

an installment basis for a fixed period of time.

That may sound complicated, but in practice, it actually is not.  The best

example of a continuity sale is a magazine subscription.  12, 24, or 36

issues delivered each month for X amount of dollars.  The bigger the

subscription, they better deal you get.  The publisher gets more money up

front, and the customer gets a better deal in the long run.

Continuity can apply to anything.

Let's say you own a dry cleaning business.  How about an annual deal to

clean 5 shirts or blouses per week for set amount  of money?  Get people to

pay your for the entire week up front for a lot of fast cash flow. You'll

trade a discount for getting business, but you'll ensure a steady cash flow

for months to come.

Continuity works with just about any kind of product or service you are

offering, from dry cleaning to to your personal consulting service.

You can structure payments for continuity sales on almost any basis, but

it's best by far to go for complete payment up front.  After all, the

discount is based on a customer's commitment, and they'll be a lot more

committed with their money on the line.

LICENSING AGREEMENTS

After all is said and done, if you were to list the assets of the company

you have created, you'd probably include your inventory, equipment,

accounts receivable, equity, and so on.

But by this time, especially if you have been reading carefully, you have

something more -- something that is not necessarily a physical "thing" such

as cash or inventory.

If you've been a clever business person, you have come up with certain ads

that have outpulled your competitors.  You have developed policies and

procedures that have kept your returns and refunds the lowest of any

around.  Or you may have come up with a money-making technique that is

completely unique.  If so, you are potentially sitting on fast source of

cash.

You can license the rights to use any of your specialized techniques or

assets to other non-competitive businesses.  You can do it for a flat fee,

a percentage of profits, on a royalty basis, or any other way that makes

sense to you.  You can also conduct seminars to teach your techniques to

other would-be work-at-home entrepreneurs and charge whatever the market

will bear.  It's easy to generate an extra $5,000 a month and much more on

the lecture circuit.  While you are getting paid to spread your knowledge,

you will be drumming up more business.

The knowledge you have in your head right now could very well be worth a

lot of money.  It's only a matter of you looking within yourself and at

your successes to see how you can transform it all into real, hard cash.

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Dispelling 8 Misconceptions of Organization

Some people were born organized and then there are those of us who struggle with organizing every year at this time.  It seems that it’s always at the end of the year when that little annoying bug begins nudging you to clear things up and start the new year organized.

Well, I’ve read just about everybody’s directions, books, and helpful hints about getting organized (in fact, I’m thinking of writing one myself), and I’ve got to tell you there are some misconceptions being fostered by every organizational guru.  It will be my pleasure to give you the “skinny” on that in today’s column.

Here are the 8 misconceptions that we can throw out:

1. Handle paper once.  This is not only impossible, but in most cases it’s unrealistic.  Instead of handling paper once, get in the habit of doing something with each piece of paper to move it forward.  If you get some information about an upcoming seminar/trade show, for example, decide if you’ll attend or not.  If you’re to attend then note the date on your calendar and sign up.  If not, then toss the information immediately.  If you want to wait to sign up, then make a note in your planner to respond well before the deadline and file the paper in your “to-do” file.
2. Always keep papers stored out of sight: Some of us work better when their desk is clear, whereas others feel stifled if they aren’t surrounded by stacks of paper.  If you’re an “out of sight – out of mind” type, keep papers you use often nearby in files or stacking bins.  They’ll be accessible, yet not clutter your desk.  When working on a project, spread out the papers related to it, and when you’re done put them away together in one place.
3. Everyone should be organized to the same degree.   Different people work differently.  Don’t feel that you have to work the same as someone else.  Find a comfortable level of being organized, and make the necessary changes to maintain that level.  I usually draw that line when I’m looking for something and can’t find it; that’s when I know things need to get reorganized.
4. Soon we’ll be a “paperless” society. Don’t you believe it.  Experts have been saying that for years, and we won’t be paperless for a long time.  It’s not technology that’s the problem, it is human nature that’s the culprit.  We’re creatures of habit and used to seeing things in print rather than on a computer screen.  The younger generation is now being trained on computers at an early age, so when they join the workforce, the “paperless” society will have a better chance of becoming a reality.
5. One planning system should fit everyone.  When used correctly, daily planners are an ideal way to stay organized.  Keep in mind, however, they are designed by a few for many users.  When buying a planner, whether paper-based or electronic, determine what you want it to do and choose a system accordingly.  If you can’t find one to suit your system, design your own based on your individual needs.
6. You have to be born organized to be organized. We learn both good and bad habits at an early age.  It’s possible to change any bad habit, including disorganization.  Youngsters raised in an organized environment sometimes rebel as adults by being disorganized.  The opposite is also true, but neither is carved in stone and behavior can be modified.
7. You MUST use a “to-do” list. Planning day-to-day is not realistic for everyone.  Someone may do the same task every week, but others find their plans changing daily.  Consider your particular need, then plan by the day or the week.
8. Being organized means being a perfectionist. A perfectionist may spend time on insignificant details while disregarding the big picture.  When others complete a project quickly and on time, the perfectionist continues to work until the project is perfect.  A perfectionist becomes more effective when he/she lowers his/her standards slightly and concentrates on ways to increase productivity.

Misinformation, when taken seriously, can hinder you from doing what you want.  The next time you hear one of those “Organizational Gurus” espousing one of the above misconceptions, consider its value and work to develop your own style of organizing.

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Good Companies Grow No Matter What

Every business demands growth, and double-digit growth is the dream of every dedicated business owner, even when lackluster results show up at quarter’s end.

Most entrepreneurial business owners need a guide to navigate their way toward substantial, sustainable growth.  It can be done even in a slow economy as demonstrated by such companies as Harley Davidson, Starbucks, and WalMart.  Even smaller companies such as Paychex and Oshkosh Truck have been able to make gains in revenue, gross profits and net profits.

Here are 5 disciplines of sustained growth:

1. Retain Your Customer Base:  Keep the growth that you have already earned by coaxing customers into complex relationships that make it a hassle for them to switch to your competitor.  Tailor your products/services using data gleaned from your customers giving you an advantage.  Proactively managing customer defections will help you anticipate and pre-empt them. Bonding with customers wherever emotion is tied to an interaction is another great way to retain them.

2. Gain Market Share at the Expense of Your Rivals: Give customers a reason to abandon a competitor’s product/service for yours.  Do what it takes to lower the switching costs.  Pulling customers away from a competitor can be difficult, so you must devote many resources to raiding their customer base.  Offering higher value and quality are crucial to this end.  Buying a competitor is another way to do this.

3. Exploit Market Position:  Show up where growth is going to happen by spotting it early.  This can be done by watching the industry for shifts in buying criteria, product or service innovations, and population trends.  You must be able to spot positioning opportunities to make the most of them by continually using a systematic approach to the process.

4. Invade Adjacent Markets: Before moving into a nearby market, decide whether it offers significant long-term growth and profitability.  Determine whether you have an advantage over a competitor, and ensure you can match its standards of quality and value.

5. Invest In New Lines of Business:  If you take this approach, never overpay for a new line.  You must find simple strategies instead of complex ones, and partner with the new business by assessing its leadership team and balance sheet.

Although a successful growth portfolio might not include all five of these disciplines, it must contain more than one.  Only a balanced growth portfolio can keep an organization growing when the market shifts dramatically.

In closing I wish a happy and safe Memorial Day to all my entrepreneurial buddies and readers. Drive carefully!

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Prepare Crisis Control

A personal crisis doesn’t have to spell disaster for your business if you’re prepared.  Every business occasionally endures a crisis, but what happens when your dilemma isn’t falling profits but personal.

Because we have no idea what type of personal crisis may await us – an ugly divorce, debilitating disease, or ailing parent/child/spouse, we must be prepared. Just as you plan for advertising and promotions, you must plan for life’s surprises.

Paul Krasinski, founder of Lion Strategy Advisors, New York, suggests finding somebody NOW who can take over your responsibility and carry on for at least 20 days.  He/she needs to be someone who can communicate well with staff and command respect, and may or may not be the person you feel closest to in the company.

Once a personal crisis hits, Krasinski recommends “full disclosure” to your employees. This avoids the feeling of being hit by a bomb, and that business will go on as usual.  In case you think this doesn’t work, let me give you a case history.

Dana Weidaw, 28 and president of her own PR firm had only been in business 1 year when she tested “full disclosure” with her employees.  She was diagnosed with an aneurysm which required a surgeon to drill through her skull.  She had just landed her first major client and was publicizing a major hockey arena.  If all didn’t go well with the project, this client could turn out to be her last.

Before missing 7 days of work, Weidaw prepped her full-time employee, another agency she was working with, and her client by sharing the nitty-gritty details of her crisis.  She assured them everything would run according to plans and smoothly in her absence, and found that everybody was willing to work around her crisis.  Weidaw found that, by nature, people are very sympathetic.

A word of caution though, you need to know when to talk.  During and after a crisis – full disclosure is great.  If you’re “contingency” planning though, it might be prudent not to advertise that if your personal life goes in the tanker good old Gary or Suzy will be in charge.  Your employees may needlessly dwell on why they weren’t picked to run the show instead of them.  Above all, you don’t want to cause widespread distress or distract your staff from day-to-day operation.

Just as surely as you plan for financial allocations for your business, always have a crisis plan in place.  This may need adjustments from year to year as staff leaves and are replaced, so when planning for each year’s business needs include your crisis plan.

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Commission or Bribe?

Supposed you’ve decided to move part of your business overseas, those administrative fees could look like illegal bribes.

Let’s say that to open a manufacturing plant in Southeast Asia you need a permit from the local government.  A government agent there offers to get you the permit within a week – and his commission will only be $1,000.  Back off! Watch your step here.  In many countries, kickbacks and bribes have long been the accepted cost of doing business.  However, the Foreign Corrupt Practices Act (FCPA), enacted by Congress in l977, prohibits bribery of officials in other countries.

It’s illegal to make payments, offers or even promises of anything of value to foreign officials to obtain or retain business or get an advantage.  It’s also illegal to make such payment to a third party (say the official’s wife or sibling).

For over 20 years the United States was the only country trying to prohibit bribery to foreign officials.  U.S. companies complained they faced either bribing foreign officials and risking FCPA prosecution or losing the contract.

Since then, with the urging of the US, international organizations have enacted treaties and conventions aimed at stamping out this practice.  The European Union, the United Nations, and the World Bank have adopted resolutions and policies against corruption which has helped to level the playing field.

You don’t want to get tangled up in bribery!  The problem is it’s rarely easy to tell whether a proposed payment is actually a bribe.  For instance, the FCPA doesn’t prohibit “grease payments” which are fees paid to foreign officials to expedite the actions the government would eventually take anyway, such as issuing a routine permit.  But suppose you need a permit to build an oil pipeline, and a government agent asks for a few thousand dollars for advising you on environmental issues and compliances to make sure you get the permit.  Would that be a “grease payment,” or a bribe for the officials to look the other way?

In light of the new rulings and laws, people of authority rarely ask for bribes, but they may ask for a small payment for advice on doing business there. For instance, if a government agency asks your company to build a park or pave a road in exchange for approval, that wouldn’t count as a “bribe.”

This whole scenario is further complicated by the layers of people it might take to get a job done.  So, if you hire an agent to work with an agent abroad, how do you know he isn’t paying bribes and implicating your firm in corruption?  Know what the deal should cost, so you can tell if money is leaking out.

Because complying with the many overlapping laws is tricky, don’t try it alone.  Hire a lawyer with experience in international business to help you through this minefield.

In fact, it makes one wonder whether it wouldn’t be better just to stay on your home turf!  Such is the way it goes when you start doing business overseas.

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Body Language

When you are at an interview, you may not be aware of this but your interviewer is observing your body language, very carefully.  Your body language says a lot about yourself, so you need to control negative body movements and encourage positive body movements and habits.  Humans naturally send and receive nonverbal communication; they have been doing so since the beginning of time.  When your girlfriend folds her arms but has a smile on her face, are you not wondering what she upset is about or clammed up for.  At an interview, you never want your body language to contradict your words, this makes you appear like a liar.  The first impression, or the first few minutes of your interview are the most lasting. 

The Handshake: your hands should be clean and well manicured, and free of perspiration.  You want to allow the interviewer to initiate the handshake, which should match the interviewer in firmness, do not give a firmer handshake than them. Smile at the interviewer and look them in the eyes.  It should last between two to five seconds.  When departing the interview, the handshake may last longer, smile and lean forward as you shake.

Here are a few things you will want to avoid at an interview:

Clasping your hands behind your head

Adjusting your tie constantly

Slouching in your chair

Pulling your collar away

Picking at your face or outfit

Tight smiles or tension in face

Little eye contact

Wrinkling your eyebrows

Rapidly nodding your head

Any nervous tics

Crossing your ankles - means withholding information

Crossing your legs away from the interviewer-  toward is ok

Crossing one ankle over the other knee

Crossing your interviewers personal space

Avoid grinning idiotically

Gnawing on one’s lips absentmindedly

“Faking” a cough during a tough question

Folding or crossing your arms

Avoid compulsive jabbing the floor or desk with your foot

Loud, obnoxious laughter

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Get What You Want in 7 Powerful Steps

In my most recent columns we’ve covered issues about improving your business and marketing, but today let’s start right at the beginning.

You’re really getting tired of the 9 to 5 “rat race” and are thinking about chucking it for your own business.   All your friends keep telling you that you could do for yourself just what you’re doing now for your boss. Why shouldn’t you profit from your ideas instead of him?

You keep thinking about it because you know that you’ll never be financially where you want to be with a weekly paycheck, but what business would you start?

Before you pack in that weekly paycheck, this is the time to evaluate yourself and your future and it takes some real, down to heart honesty.  You want to change your life for the better, so let’s start.

Did you know that you have the potential to do and be anything you want?  People have different perceptions of the ideal life, and it ranges from obtaining financial freedom to as simple as owning a new pair of sneakers. Unfortunately, many fail to reach their aspirations because they can’t get a solid, clear picture in their mind of what they want.

Take the next few days and embark on a fact-finding journey that will be a life-changing experience.  Get a pad and pencil and start with this first step:

STEP 1 - KNOW EXACTLY WHAT YOU WANT – Be specific in your passions, then focus all your efforts on that particular desire.

Those who always change their minds and those who give up easily when the going gets tough will never get anywhere.  If you’re a bit confused and aren’t sure what you really want in life answer these questions:

1. What makes your heart beat with excitement?
2. What makes you happy?
3. What are you constantly thinking of day and night?
4. What do you want to do with the rest of your life?
5. What do you enjoy doing?
6. What are your obsessions?
7. What things make you jump for joy?

Write down all your possible answers to the above questions.  Write down everything, no matter how silly or unimportant it seems. Put all your desires on paper that answers any of the above questions.

When that’s done, go back and circle five to seven items that interest you the most.  Then evaluate and choose with your heart, not your mind, the one and only thing worthy to spend all your time and resources on and that brings out the best in you.

Now you may wind up with something like, “I want to play quarterback for the RAMS.”  If you’re over 20 I’d say that isn’t too viable a choice, but you could do something related to football or sports.  How about starting a sports publication?  Or perhaps a sporting goods retail business, sports memorabilia business, or even a gym could be the answer.  You can always read books and surf the net to help you in your search.

The most important thing to remember, no matter how “pie in the sky” it seems, is to USE YOUR HEART.  Others may disagree with you, but you should be firm with what you really want.  Others may offer comments or advice, but the final decision is always yours to make.  You should concentrate on what you want, not what others want.

Remember you only get one shot at living your life.   There are no replays and you don’t get to do it over.  You may not do it right, but at least you’re doing it.  Too many lives have been lived in quiet desperation waiting until – until they had saved a nest egg, until the children are out of school, until I retire, and they depart this life before “until” ever arrives.

Don’t go to sleep tonight without making a decision on WHAT YOU REALLY WANT IN LIFE MORE THAN ANYTHING ELSE.

Then spend a few days evaluating how to make it possible and make a living at it.  Begin living every day as if it were the last day you had – never leaving anything to be done next week, next month, or next year. 

There will always be bills, things will always break down eventually and need replacing, there may be storms and earthquakes and repairs – but there will only be one life for you to live. It can’t be put on “hold”!

The final outcome of your efforts may be in the future, but you’re living each day by taking steps toward that outcome.  

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