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Controlled Crash Print E-mail

ImageWe knew the server was on its last legs – strange noises emanated whenever we did major backups – especially ACT! The server would wind up like it was ready to blow.

We have a separate hard drive that houses our backups so we weren’t concerned about losing the data; just trying to save some dollars until we needed to spend them on a new server.  Well, the time came – got the blue screen of death and as anyone who has ever used a computer knows – it’s easier (and sometimes cheaper) to upgrade than to repair.

All we were out was time. Time to reload software, configure preferences, restore back ups. Everything about that is do-able and predictable. Life can throw so many curveballs at you; it’s refreshing when you can see the pitch coming.

But you have to keep an eye on the signals…many businesses are in a state of denial right now. Instead of controlling their future, they are wishing and hoping for some quick economic recovery. Aren’t we all?!  But this can only take you so far.  I would suggest, if you are experiencing hard times right now, that during the second half of 2009 you step back and take a good look at the long view. If you are heading for a crash, face it but CONTROL it. Here are some signs that can help you avert the worst and maybe measure where you are right now.

1. Are you marketing?
If your thoughts are, I don’t have money to market; times are tough and money is tight, you are wrong!  Yes, you should have been marketing all along, but now is the time to see which businesses out there are healthy and whether your service or product can benefit those businesses. Find your niche and market, market, market or prepare yourself to run out of whatever limited funds you have on hand.

2. Speaking of money, are you handling your funds wisely?
Rationing the dollars as you would food if you were on a desert island? I was with a client yesterday who said, “What difference will a few thousand more dollars make in the long run?”  This statement was made while his business sales were tanking and his funds were running out. He was considering a new purchase that would not do anything to increase productivity. Well… it can make the difference between having enough to hang in there one more week and going broke faster! That devil-may-care attitude can nickel and dime you right into a shortfall. That one more week could land you a new contract. Look at your numbers; look at your pipeline; make your projections and budget accordingly.

3. Don’t ask others to sacrifice if you aren’t willing to.
What have you done to ensure the long-term success of your business? Sometimes it is taking a pay-cut or going with no pay; sometimes it is doing work that you might not have wanted to do in the past. (One year when Barb and I owned the car wash – back in the 70’s – it snowed for 3 weeks straight. I shoveled driveways and Barb worked at Burger Barn. You do what it takes.)

I know contractors right now who are swinging the hammer themselves. Other business owners are foregoing vacations, working long hours while asking their employees to take off a half day a week, picking up the slack themselves.

Some folks are taking part-time jobs while keeping their doors open. In other words, they are taking control, not burying their heads in the sand. They are also thinking long term gain, not instant gratification.

It’s tough to say but reality is: some folks will lose their businesses this year. That’s really unfortunate and nothing to take lightly. Other business owners will hang in there by controlling what they CAN control, waiting it out, doing what it takes.

And for others – it will almost be business as usual because they have always kept their eyes on the ball, taking nothing for granted. If it’s not too late for you and your business, control your future. Maybe it won’t include a crash.


Gary Rogoff
About the author:

After spending 25 years in sales and sales management (19 with the same company) Gary Rogoff joined Synthesis in 1998. Gary took over the management of  the operations of the company and was asked, also, to direct the business growth in a more targeted manner.

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