I just read the following analogy of our government financial state, and I have some advice. First the analogy:

The U.S. Congress sets a federal budget every year in the trillions of dollars. Few people know how much money that is, so we created a breakdown of federal spending in simple terms. Let’s put the 2011 federal budget into perspective:
U.S.income: $2,170,000,000,000
Federal budget: $3,820,000,000,000
New debt: $ 1,650,000,000,000
National debt: $14,271,000,000,000
Recent budget cut: $ 38,500,000,000 (about 1 percent of the budget)

It helps to think about these numbers in terms that we can relate to. Therefore, let’s remove eight zeros from these numbersand pretend this is the household budget for the fictitious Jones family.
Total annual income for the Jones family: $21,700
Amount of money the Jones family spent: $38,200
Amount of new debt added to the credit card: $16,500
Outstanding balance on the credit card: $142,710
Amount cut from the budget: $385

Seems clear enough, if it’s accurate. Here’s what I’d tell the “Jones” family.  

You have too many assets and too many reasons not file bankruptcy, so you should try this:
1) Get a second job or two and bring your income up around $60K (raise some tax revenue through increases and/or restructuring)
2) Cut expenses more than you have
3) Spend your money more carefully (improve efficiency, cut bloat, get staff benefit reductions)
4) Try renting your spare rooms (selling or leasing some of those valuable assets)

Your position is not as bad as others and you can get out of this bind soon if you pull together and stop blaming the other family members for the trouble. It is what it is, just get to fixing it.

Nuggets of Wisdom from The Wire

Author: Bill Gallagher

Once again it’s the execution and not the idea that pays. Keep your NDA’s in your pocket. I’ve had many great ideas but it’s thoughtful work with teams of people that has made the most money.

Key learnings for me from 2009

Author: Bill Gallagher

I met with my monthly advisory board group from the Alliance of CEO’s yesterday and noticed that the biggest thing I learned from 2009 was similar to what several of the others are taking away from the year.

Here’s what I take away: In a time of stress and/or downturn, first do the difficult things you have to do to give yourself and your business some room to breathe and time. This can mean cutting costs deeply, laying people off, furloughs, pay cuts, vendor concessions, ditching the most difficult or inefficient things, etc. And then you have to reinvent your business.

To reinvent the business you have to ask yourself what you would do if you were starting from scratch right now. Would you even be in the business you are in? Would you sell the same products right now? What kinds of things (or services) are people buying now? What do people (or businesses) want and need right now? What kinds of things were hits in similar periods from the past?

With that done you can start to experiment with your new business ideas and draw on the prior elements as needed. You can then add resource to the things that start to work or look promising.

We did all these kinds of things last Fall and we are enjoying a lot of growth and success this year. Our outlook for the next 2 years is stronger still. Our current problems are related to managing growth.

Resiliency for humans is not like objects

I heard an interesting segment on the radio this morning where General Shinseki discussed the property of resiliency, where an object dropped bounces a little lower each time. He was illustrating the impact on people affected by trauma.

That story got me thinking that resiliency for human beings (living things) is not really like resiliency for an object. At the very least, it doesn’t have to be. Human beings can bounce higher each time.

In the case of us people, the “impacts” of life certainly CAN injure us and reduce our “bounce.” But, we can also learn and strengthen ourselves from our “impacts” and “bounce” back even higher than before.

I think for us people, Nietzsche’s quote applies to our property and definition of resiliency, “That which does not kill us makes us stronger.” It is therefore up to us to choose and direct whether our outcome from trauma/challenge/impact is like a callous or scar tissue that protects us (but also insulates and holds us back), or like new muscle that we can use to go higher, faster and further.

New customer relationships….

Author: Bill Gallagher

This is worth your time!

Retailer beating the odds

Author: Bill Gallagher

Regional electronics retailers beating the odds and competition with 3 key tactics:

1) Controlling their own credit and extending it to customers

2) Trained salespeople that can actually help customers

3) Commissioned salespeople that are motivated to make the sale

Read more here:
http://online.wsj.com/article/SB124338067087356353.html