Are you struggling to make payroll?
Are your vendors going unpaid and threatening to cut off your supplies?
Are your subcontractors refusing to work unless you pay them up front, worsening your already precarious cash situation?
Are your company credit cards and lines of credit maxed out, with no hope of borrowing more?
Are your employees getting irritable because you've reduced their benefits, and it's been years since they've had a raise?
Are you getting irritable because you're constantly worried about money?
Are you racking up interest and late fees on your debts, making it impossible for you to ever catch up?
Do you find yourself thinking, "I know we would be fine if only we could only get out of this hole!"
If so, the Managing Cash When You Haven't Got Any series is for you!

In Volume 2 of the series, I discuss how to make the best use of your personnel in maintaining good cash flow. I will tell you:

How employing strict separation of duties between management and financial personnel will help to keep you out of trouble with your vendors.

Why one person should act as the official contact person for matters regarding your company's finances, and why it should not be the firm's owner.

How financial personnel and management can cooperate in making sound financial decisions.

How to bridge the gap between operational and financial personnel, and how good communication between these departments is absolutely vital for companies struggling with cash flow.

The pros and cons of telling your employees about your financial situation.

The risks and costs of employee turnover: how to hold on to your employees during bad times, and how to handle it when you can't.

The benefits of assembling a team with a variety of strengths and weaknesses, and how to leverage these in managing your cash situation.

How to turn losing your bookkeeper or other Accounts Payable person to your advantage.

What to look for when hiring new employees for your cash-poor firm, and why the candidates who are best qualified on paper won't necessarily meet your company's needs.

Practical measures for protecting your company against the sudden departure of a difficult-to-replace employee.


Have questions regarding this series? Feel free to e-mail me at lorilschafer(at)outlook(dot)com.
http://financialmanagementforsmallbusiness.com/

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• Business & InvestingIndustries & Professions

• Text-to-Speech: Enabled
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