While personal achievement, as well as organizational success, are often largely impacted by the degree of our positive attitude and approaches, there is also a need to understand and examine the realities of financial, fiscal and budgetary issues that might directly and/ or indirectly impact our potential for success.
Economic and financial realities must begin with one's understanding of the necessities to open one's mind to alternatives, and refusing to accept things that simply are the way they are done! Great success is only achieved when financial realities are faced and confronted.
In everything we do, whether it be personal, business or organizational, there is often a choice between attempting to significantly add to revenues to have the ability to spend more (with the desire to do more or better), or to adjust our expenses to be as productive and meaningful as possible (to maximize the greatest bang for the buck).
1.
Realistic and responsible financial and economic planning must invariably begin with a commitment to the zero - based philosophy and approach.
When zero - based budgeting is used, we commit to examine each and every expenditure in terms of how things are done, how productive they are, whether we are spending enough, too much, or too little.
Many attempt to reduce their costs by across the board reductions by a specific percentile, rather than reviewing each area in relation to its relevance and usefulness, and creating a budget based on priorities, needs, planning and cost effectiveness.
In many instances, it is not what monies are being spent on that causes obstacles, but rather how and on what and in which way, these monies are expended.
2.
Once we determine what's needed and then create priorities, it permits us on how we achieve these objectives.
It's not how much we spend, but how we spend that matters most.
Are we effectively and efficiently approaching and handling these obstacles, or are we merely tweaking the status quo, by refusing to consider alternative approaches that may create better results for less cost? Those that merely consider raising revenues often discover that there is often a point of diminishing return, because consistently raising expenses (even if by a small percentage) and believing that others will willingly consistently be willing to increase their contribution to the revenue end (even if only by a small percentile), often discover that reducing expenses is often less challenging, and more constructive, than constantly looking for more income.
Think about the stress involved in constantly raising revenues? Doesn't it make sense that by better planning, alternative thinking, being more responsible, and taking proactive and timely action, is the often better approach? When each of utilize a form of an RFP (Request for Proposal) for every cost will consistently find alternatives that will concur with our priorities?
Economic and financial realities must begin with one's understanding of the necessities to open one's mind to alternatives, and refusing to accept things that simply are the way they are done! Great success is only achieved when financial realities are faced and confronted.
In everything we do, whether it be personal, business or organizational, there is often a choice between attempting to significantly add to revenues to have the ability to spend more (with the desire to do more or better), or to adjust our expenses to be as productive and meaningful as possible (to maximize the greatest bang for the buck).
1.
Realistic and responsible financial and economic planning must invariably begin with a commitment to the zero - based philosophy and approach.
When zero - based budgeting is used, we commit to examine each and every expenditure in terms of how things are done, how productive they are, whether we are spending enough, too much, or too little.
Many attempt to reduce their costs by across the board reductions by a specific percentile, rather than reviewing each area in relation to its relevance and usefulness, and creating a budget based on priorities, needs, planning and cost effectiveness.
In many instances, it is not what monies are being spent on that causes obstacles, but rather how and on what and in which way, these monies are expended.
2.
Once we determine what's needed and then create priorities, it permits us on how we achieve these objectives.
It's not how much we spend, but how we spend that matters most.
Are we effectively and efficiently approaching and handling these obstacles, or are we merely tweaking the status quo, by refusing to consider alternative approaches that may create better results for less cost? Those that merely consider raising revenues often discover that there is often a point of diminishing return, because consistently raising expenses (even if by a small percentage) and believing that others will willingly consistently be willing to increase their contribution to the revenue end (even if only by a small percentile), often discover that reducing expenses is often less challenging, and more constructive, than constantly looking for more income.
Think about the stress involved in constantly raising revenues? Doesn't it make sense that by better planning, alternative thinking, being more responsible, and taking proactive and timely action, is the often better approach? When each of utilize a form of an RFP (Request for Proposal) for every cost will consistently find alternatives that will concur with our priorities?
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