You know what having a heavy cold is like - congested chest, sore throat, racking cough, leaking nose and a bad headache. Knowing there is no real cure doesn't help, it is all very unpleasant. There is an underlying problem which is deeper and antibiotics are likely called for. The unpleasantness being experienced is only the symptoms.
Your doctor will explain how important it is to treat the symptoms. It does make a difference. The body is much better placed to deal with the underlying virus when it no longer has to fight the symptoms.
Leaking profits in a business similarly have symptoms which distract to the point where they are seen as the problem. The reality is that there is an underlying problem for which the symptoms are an indication.
A shortage of cash and having to deal with disturbed creditors demanding payment are typical symptoms. Such problems are very wearing when money is tight. Small business owners often find themselves not taking a full pay so they can pay their employees in such situations.
Other symptoms can include lack of time; you're running from one crisis to another, putting out fires. So you don't have time to put your head up over the parapet to see what is happening with the business. They may also include equipment breakdowns (no maintenance or maintenance procedures), continually correcting paperwork (no procedures, no time for training so more mistakes), and things creeping up on you unexpectedly because you have been distracted from thinking ahead.
While the ultimate answer is dealing with the underlying problem - identifying and plugging the profit leaks so that you are making an appropriate profit, dealing with the symptoms can help. Dealing with the symptoms may give you time and resources to get in and solve the underlying problem.
As an example, developing and implementing a proper procedure for managing debtors and ensuring on-time payments may help solve the creditor problem. Clearing up that issue in itself will make life easier.
Recently a client created the time and opportunity to work on improving profitability when she finally got her debtors under control. The call I received was ecstatic, and the relief and joy in her voice was reward in itself. In essence the runny nose and splitting headache had stopped.
Managing the symptoms can simplify fixing the fundamental problem.
Your doctor will explain how important it is to treat the symptoms. It does make a difference. The body is much better placed to deal with the underlying virus when it no longer has to fight the symptoms.
Leaking profits in a business similarly have symptoms which distract to the point where they are seen as the problem. The reality is that there is an underlying problem for which the symptoms are an indication.
A shortage of cash and having to deal with disturbed creditors demanding payment are typical symptoms. Such problems are very wearing when money is tight. Small business owners often find themselves not taking a full pay so they can pay their employees in such situations.
Other symptoms can include lack of time; you're running from one crisis to another, putting out fires. So you don't have time to put your head up over the parapet to see what is happening with the business. They may also include equipment breakdowns (no maintenance or maintenance procedures), continually correcting paperwork (no procedures, no time for training so more mistakes), and things creeping up on you unexpectedly because you have been distracted from thinking ahead.
While the ultimate answer is dealing with the underlying problem - identifying and plugging the profit leaks so that you are making an appropriate profit, dealing with the symptoms can help. Dealing with the symptoms may give you time and resources to get in and solve the underlying problem.
As an example, developing and implementing a proper procedure for managing debtors and ensuring on-time payments may help solve the creditor problem. Clearing up that issue in itself will make life easier.
Recently a client created the time and opportunity to work on improving profitability when she finally got her debtors under control. The call I received was ecstatic, and the relief and joy in her voice was reward in itself. In essence the runny nose and splitting headache had stopped.
Managing the symptoms can simplify fixing the fundamental problem.