Resolutions - Anytime; you don't have to wait to New Year's Day!

Downturns may just be bumps in your growth path or a sign that your business model is leading you down the dinosaurs' road. Rather than lament a downturn, realize that it is the least disruptive and costly time to make changes. Develop a survival strategy - whether it's to decrease costs so you can profitably increase market share or, conversely, to shrink your company to focus on what you can best produce and manage.

Whether expanding or consolidating you must do more than study the situation. Converting dreams to reality is better than living with nightmares. So start today with -

RESOLVED;  I will:

[ ] Avoid analysis paralysis. If a situation looks good, act. If not, go on to other things. In any case don't frustrate the rest of the management team by studying opportunities to death.

[ ] Not neglect strategy unless my job is only to be the company's fireman. If I don't plan for the future there is a good chance there won't be a future.

[ ] Learn to say "I don't know" - but quickly add "I'11 find out", Nothing destroys a company more than egos that can't admit there is a limit to portable knowledge.

[ ] Gild lilies only after they've bloomed. Concentrate on accomplishing the essential tasks that ensure long-term survival and maximize profits.

[ ] In lean times make sure that the right message is filtering down to my staff - dieting is okay but cost cutting mustn't starve the "goose that lays the golden eggs".

[ ] Measure twice and cut once. I won't do anything without preplanning.

[ ] Remember that I can only eat with one mouth. There are limits to how fast a company can grow without indigestion and limits to what individuals can accomplish. Better to be a gourmet than a gourmand.

[ ] Use only "real data" for decisions, relegating "what-if" scenarios to computer games. Be wary of people who have numbers for any occasion. (The best way to avoid hazy data is to have an integrated database spanning all of the company's operations.)

[ ] Learn to listen to all ideas. Even cynics know that wise men learn more from fools than fools from wise men.

[ ] Understand the difference between strategy and tactics. As a good tactician I will focus efforts on improving existing business by refining present equipment, methods and systems. As a strategist I will continue to make long-term plans knowing well that they may have to be changed.

[ ] Realize that success is an illusion when you confuse work with performance. Therefore, I will accurately measure effectiveness (accomplishments) rather than efficiency.

If you remember reading this advice before - then congratulations, you really are a survivor! Wood Works! has been published for more than twenty five years and the above resolutions, still timely, are from the January 1990 issue. I promise the next issue, entitled "Cold Days in Hell" won't be a reprint.