September 21, 2025 • 39 mins
Segment 1 with Avi Pinksy
With the economy uncertainty, now is the time diagnose profit leaks before they spread
Avi Pinsky Known as the Business Finance Doctor, provides small business owners with a practical framework they can utilize month after month, without needing to become accountants. After more than a decade in public accounting, Avi realized that most owners don’t need another CFO-style lecture. What they need is a simple diagnostic, a visual scoreboard that highlights only the three numbers that matter, and a short monthly action plan that turns numbers into behavior.
Segment 2 with Guryan Tighe
Fear is a part of every small business success story- how we deal with fear defines us- I have always been against the idea of that we should have no fear or no be afraid- my mantra has always been – its okay to be afraid but move forward anyways.
Guryan Tighe is an experienced leadership coach, workshop facilitator, and communications strategist whose clients describe her as a “Fear Technician.” She is the founder of Fourage, built on the belief that understanding and working with our fears, rather than trying to conquer them, yields more professional success and personal fulfillment.
She is also the author of "Unmasking Fear: How Fears Are Our Gateways to Freedom".
Become a supporter of this podcast: https://www.spreaker.com/podcast/the-small-business-radio-show--3306444/support.
Listen to all the episodes of The Small Business Radio Show at www.barrymoltz.com
With the economy uncertainty, now is the time diagnose profit leaks before they spread
Avi Pinsky Known as the Business Finance Doctor, provides small business owners with a practical framework they can utilize month after month, without needing to become accountants. After more than a decade in public accounting, Avi realized that most owners don’t need another CFO-style lecture. What they need is a simple diagnostic, a visual scoreboard that highlights only the three numbers that matter, and a short monthly action plan that turns numbers into behavior.
Segment 2 with Guryan Tighe
Fear is a part of every small business success story- how we deal with fear defines us- I have always been against the idea of that we should have no fear or no be afraid- my mantra has always been – its okay to be afraid but move forward anyways.
Guryan Tighe is an experienced leadership coach, workshop facilitator, and communications strategist whose clients describe her as a “Fear Technician.” She is the founder of Fourage, built on the belief that understanding and working with our fears, rather than trying to conquer them, yields more professional success and personal fulfillment.
She is also the author of "Unmasking Fear: How Fears Are Our Gateways to Freedom".
Become a supporter of this podcast: https://www.spreaker.com/podcast/the-small-business-radio-show--3306444/support.
Listen to all the episodes of The Small Business Radio Show at www.barrymoltz.com
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:04):
Get ready for all the craziness of small business. It's
exactly that craziness that makes it exciting and totally unbelievable.
Small Business Radio is now on the air with your host,
Barry Maltz.
Speaker 2 (00:17):
Well, thanks for joining this week's radio show. Remember this
is the final word in small business. For those keeping track,
this is show number eight hundred and forty nine. Well,
if with the economy really in an uncertain state, now
is the time to really diagnose any profit leaks you
have in your business before they've spread. My guest is
(00:39):
Avi Pinske. He's known as the Business Finance Doctor. He
provides small business owners with a practical framework they can
utilize month after month without needing to become accountants. After
more than a decade in a public accounting Avy realized
that most owners don't need another CFO style lecture. What
they need is simple diagnostic, a visual scoreboard that highlights
(01:01):
only the three numbers that matter, and a short monthly
action plan that turns numbers into behaviors. Avi, welcome to
the show.
Speaker 3 (01:09):
Thanks for having me excited to be here.
Speaker 2 (01:11):
So I was a small business owner for a long time.
I even graduate with a MBA in finance, and I
still sucked at the financial statements. Why are small business
owners so bad at it? And many of them seem
not really interested in getting any better?
Speaker 3 (01:27):
Yeah, I mean not everybody. Not everybody enjoys numbers. Not
everybody's a number person. I happen to be, so for me,
they speak to me. But for a lot of business owners,
they fall into the role of being a business owner.
They're used to being the operator, the technician, the person
in the field who's doing the work. And then as
(01:47):
their business grows, as they're successful because they're very good
at doing that thing, at being the operator, their business
grows to a point where they have to take on
a new role as the business owner. And at that
point they need to understand these accounting principles that they
were never taught and nobody ever taught them to be
a business owner and how to use these numbers to
(02:09):
their advantage. So you know, they don't they're kind of lost.
They don't really know what to do.
Speaker 2 (02:15):
Uh.
Speaker 3 (02:16):
If you're if you're a plumber and you you start
a plumbing business, nobody taught you how to be a
owner of a plumbing right, how to be the plumber exactly,
So it's really just a lack of education, you know.
Speaker 2 (02:27):
And I think a lot of small business owners excuse
it away by the saying, well, I know the numbers,
you know, it's intuitive, And when I show them what
the real numbers are, they seem kind of shocked.
Speaker 3 (02:38):
Yeah, it's it's not intuitive at all. It's it takes
a lot of understanding of the accounting uh and and
how to read a financial statement, how to read a
balance sheet, how to read a P and L statement
in order to get something that's usable for for the
business owner. And and that's not we're not even talking
(02:59):
about the statement of cash, which most of them don't
even see, right, exactly, that's the that's really the key.
That one's much more important than the other two, and
they've never even heard of it sometimes.
Speaker 2 (03:08):
Right, it's the one that's the only one that doesn't lie.
But the small business owner exactly and keep saying, I'm
too busy to look at the financial statements. And I
said to myself, how could you be too busy? It's
one of the most important tools you have in your business.
Why don't they realize how important? Is because they were
never taught or is it always at the CPA come
tax time is just talking over them, right, They're not
(03:30):
really enabling them to understand what's really going on.
Speaker 3 (03:34):
Yeah, I think they they've never I think they've delegated
that to their bookkeeper, to their accountant, and so the
finances is not on me. That's their job. I run
the operations very nice and good, but that has data
that's very important that can really shed a light on
what is working and what's not working. And your accountant
(03:56):
is not focusing on that data. The p and L
and the balance sheet. The story is there for those
who know how to read it and those who want
to read it. The accounting knows how to read it.
But that's not what he's trying to do. He's trying to,
you know, to get your your reports at the end
of the year, at the month, at the end of
the month, or he's trying to fill out your your
tax return at the end of the year. He's not
(04:17):
trying to tell you, well, what insights am I gleaning
from these reports? And they're not written in a way
that a business owner can really understand it. They're written
in uh, it's almost like a different language and accompanies.
It's almost like its own thing. And so the person
who wants the insight doesn't know how to understand it,
And the person who knows how to understand it isn't
giving that insight because that's not their role, right, And
(04:39):
not that they can't do it, but that's not their role, right.
Speaker 2 (04:41):
Their role is to how much federal taxes and state
taxes do I own?
Speaker 3 (04:44):
Right?
Speaker 2 (04:44):
I mean, that's what they're looking for. Also, I think
that the small business owner doesn't want it to appear
to be stupid because it is a different kind of language.
You talk about that there's only there are three numbers
that every owner should track monthly basis. What are these?
Because I think if we simplify AVI, it's a long
way to helping them.
Speaker 3 (05:03):
Yeah, So if you really wanted to narrow it down
to three, it's your revenue, it's your profit, and it's
your cash flow. Those are the three buckets that are
that really say a lot about the health of the business,
how it's doing right. Revenue, how much money is coming
in in a monthly basis, a yearly basis, you want
to bring it into a weekly basis, whatever is depending
(05:24):
on the size of your business, you're going to look
at at at what time frame you're looking at, so revenue,
how much money is coming in? Very nice? Can you
make money? Can you sell your product? Amazing? But is
it profitable? Are you able to keep any of that money?
How much are you spending in order to make that money?
I can, you know, I'm sure I can come with
any product that tomorrow I can make a million dollars
(05:45):
a year. But you know there's a caveat it costs
me five million time. That's not a business. That's not
a business. So you're not profitable. So profit what are
my expenses in relation to my to my revenue? So
profit is what's left after I pay my expenses. Now,
revenue and profit are very much theoretical. You might not
(06:06):
realize it as a business owner because you're not trained
in the accounting. But there's a lot of iffiness, kind
of like there's a lot of opinion. Where do I
put this expense? How do I categorize this income? When
do I categorize it? Am I going to recognize it today? Tomorrow,
in a week and a year, who knows? Who knows when?
So there's a lot of theory behind the revenue and
the profit. But the cash, as they say, is king
(06:28):
because that's something that's very black and white. You can
go to your bank account. You can see exactly how
much cash you have on hand, and unfortunately that's not
related to the business owner. Usually. Like I said, the
statement of cash flows, not only is it not understood,
it's not even presented most of the time. So you know,
those are the three main categories that you have to
look at. Each number. Each of those three can be
(06:50):
broken down further still, staying somewhat broad, I can break
down each one of those into maximum five numbers for
you and total fifteen numbers maxim in any business that
you have to keep an eye on. You don't have
to look at every line item of your business on
a regular basis. Three numbers is going to give you
an idea. Maximum fifteen will give you pretty much the
(07:11):
whole picture.
Speaker 2 (07:12):
So let's talk about cash flow because again I think
that the profit and law statement, the balance sheet, they
can both lie, but cash flow doesn't lie. And why
don't you give us your definition with the cash flow
statement shows you? Because I always say that the poor
man's cash flow statement is to look at my bank account.
How much money to have the beginning of the month,
how much money to have the end of the month.
Speaker 3 (07:31):
Right, Yeah, tells me if.
Speaker 2 (07:32):
I'm cash flow positive cash flow negative. But tell us
describe what the cash flow statement does for us.
Speaker 3 (07:39):
So the beginning of the month and the end of
the month, that's the that's the bookends of your cash
flow statement.
Speaker 4 (07:46):
Right.
Speaker 3 (07:46):
The real question and the real insight is how did
you get from A to B? How did I get
from that beginning of the month, Let's say it's one
hundred to the end of the month one hundred and fifty.
What happened during the month that caused the money to
go in and out? That's essentially the story that the
statement of cash was just telling you. It's telling you
what came in from your operations, just from the running
(08:08):
of the business, the profit and loss of the business,
the IOUs that that your customers have. The running of
the operations of the business is one section. Another section
is going to be your financing. How many did you
take on new loans? Did you pay off any old loans?
Did I take out new did I buy new machinery? Right?
(08:29):
Maybe I had an old machine that broke down, or
an old truck that broke down. I had to replace it.
Maybe I sold the old one for parts that brings
cash in. Maybe I bought a new one that takes
cash out. Taking on a new loan brings in cash.
Paying off an old loan takes away cash. And then
there's also any investments that I've done in the in
the business itself. Did I did I withdraw some money
(08:51):
to pay for my mortgage, pay for my kids, tuition,
pay for you know, maybe I got a new kid
that got a license, I got get a new car,
so I withdraw money from the business. Or am I
investing more in the business because we ran out of
cash and so I had to put some more of
my savings into that. So it's basically what caused the
money in the business to move it. Was it that
(09:12):
I'm doing so well in the operations? Is it that
I sold an asset, that I did an investment. That's
essentially the story that the statement of cash is presenting, right,
And we.
Speaker 2 (09:21):
Also have to look up did accounts rectable go up
or down?
Speaker 3 (09:24):
It?
Speaker 2 (09:25):
Accounts payable up or down? Right, because people understand that
if your account's payable, sorry, if accounts receivable goes up,
that's a use of cash, right, You're not getting paid
today exactly and if your accounts payable goes up, that's
a source of cash. And I think it's counterintuitive to
a lot of people, and I think we just have
to slow down and explain it and the business owners
should be able to use it. But you also talk
(09:45):
about that many times there could be financial leaks that
drain a business without the owner realizing it. Tell us
about how that happens. Yeah, what's the early warning signs?
Speaker 3 (09:57):
Yeah, I mean it's just as an example, like you said,
with the accounts receivable, that's essentially an IOU that you're
giving out to your customers tax free or interest the bank.
And and and if you don't realize that people are
using your services, maybe they're great customers. You know, they
give you five star review on Yelp or whatever, but
(10:18):
they don't pay your bills. So you have to pay attention.
Speaker 2 (10:21):
To that much of a customer. They're only a customers, right,
That's when that's when they're yeah.
Speaker 3 (10:28):
Well well that that makes them a very good customer actually, right.
So that's something if you're not paying attention to your
statement of cash flow and to your balance sheet, then
you're not going to catch that. If you're only understanding
the P and L, the income statement, right, revenue and expenses.
That's the only thing you're looking at as a business
owner on a regular basis. You are going to miss
(10:49):
that because you will not see that anywhere on the
income statement. That's not going to show up as an
accounts receivable that went up. It's not going to show
that there was an invoice that's outstanding. You need to
look at these things in order to know that it's
going on. I had a client that he had this
exact thing. He wasn't paying attention to his account receivable.
They were ballooning out of control, like I don't know,
(11:12):
one hundred thousand more receivables than just a couple of
in a couple of months. And it was because he
just the invoices. This is the craziest thing. His invoicing
software wasn't sending the invoices to the clients. Wow, there's
a box when you create an invoice that said, you know,
send invoice to clients or email whatever, and that box
defaulted to not being checked. So all of the bills
(11:35):
for like three months were just going unpaid. But he's
looking at his revenue when he's saying, look at all
these cells I'm making I'm doing great, but his cash
was being drained and he didn't know why. So you
need to know how to pay attention to it and
going to your point before people they don't understand. Even
as an accountant, I had a trouble understanding the statement
of cash was when I first when I first learned
(11:57):
about it. It's not an easy thing to understand. The
symbols are all messed up. One thing could be negative,
that be negative, that could be bad. Right is a
is a decrease in my accounts payable good or bad? Well,
my decrease in accounts receivable that was that was good
or bad? So now payable is that good? And it
takes a lot of mental gymnastics just to understand it. Right, So,
(12:19):
even for US accounting professional professionals, it's not the easiest
of statements. You can get used to it, you can
learn it. But if you don't, if you don't see
it and get used to it, ask the questions, right,
ask your accountant what does this mean? And if he
doesn't explain it to you, well say I need you to.
I need you to explain it again. I didn't get it.
If he's an employee, right, if he's an employee of yours,
(12:42):
if he's somebody that you're hiring to do your taxes,
do your bookkeeping, he needs to do it to the
standard that's acceptable for you. And you have to be
able to understand it, because for you, it's a matter
of life and death, life and death of the business.
It's is my business sustainable? Is it making money? Is
is it profitable? And is it growing? And does it
have cash that I can then use to fulfill my
(13:04):
own personal obligations in life? And their job is to
help you do that. And if they're not helping you,
you got to get somebody who can, who can be
on board, some sort of CFO type of professional that
can help you look at the numbers, look at the past,
look at the history in order in order to understand
the ramifications for the future and figure out what can
you do about it so that the future is brighter. Right,
(13:25):
And that's not where the account is sitting. They're sitting
just in the past, reporting compliance things of that nature.
You need somebody who can be future focused as you
should be in your own business.
Speaker 2 (13:37):
We're talking about Avi Pinsk. He's known as the business
finance Doctor abby. You also say that it's you try
to simplify things for people by putting together a one
page action plan, right, to turn their confusion into clarity.
What's in that plan?
Speaker 3 (13:52):
That plan is essentially a focus plan, right. It's to
get you focused on what you can do in the
next thirty days, to turn your business to being more profitable,
to get more cash in your pocket so you can
manage your business's money with a future focus instead of
(14:12):
looking just at the past. It's learning from the past
and saying what can I do about it so that
tomorrow is better. As business owners, we oftentimes have everything
on our heads all at once. There's so many fires
to put out. The world is on our shoulders that
the weight of the world is on our shoulders. We've
got a lot going on at once. It's very hard
to figure out what are those important tasks they're going
(14:34):
to actually move the ball forward. So that one page
action plan is just saying, Okay, these are the tests
that are on my plate for the next thirty days.
If these get done, the business moves forward. If these
don't get done, maybe it's stagnant, maybe it regresses. But
this is just a list, a very clear list of
where am I supposed to focus so that everything else
(14:55):
can get off of my head, put on the back
burner or thrown in the garbage. But it's not something
that it's taking up my mental space for the next
thirty days.
Speaker 2 (15:03):
So if people are stuck, and I think a lot
of small business owners are stuck around this, where can
they start? What's the first step? Because I think sometimes
abby taking the first step is the most difficult.
Speaker 3 (15:14):
Oh, for sure, you got to just realize that you
don't know it, and that's okay. Most business owners they
don't know it, and that's okay. Successful businesses don't happen
by accident. You need to know the game plan that
successful companies go through on a regular basis to become
successful and to stay successful. If you're just going to
(15:37):
keep doing what you're doing, trying to focus on just
the operations and doing more sales and getting more revenue,
it's fine, you're going to grow your revenue, You're going
to grow that top line, but at what expense? Right,
are you going to be profitable? Are you spending that
five million to make the one million? And at the
end of the day, are you doing what you need
to get money into your pocket. So just a little
humility to say I don't know it all, and it's
(15:59):
okay that I don't know it all. There are resources
available where I can learn the things that I don't know,
and I can delegate the things that I don't want
to know. Like I said at the beginning, that everybody
wants to know numbers. It doesn't speak to everybody. That's fine, right.
Everybody has their own individual abilities and interests. Not everybody
has to know the finances and understand the finances. But
(16:19):
you need somebody on board who does and who the
numbers speak to, who can help you translate it into action.
So step one, get a little bit of an education
on the things that you don't know. Uh, ask your
bookkeeper for some more information, get clarity, Ask your accountant.
If they can't help you, find somebody who can. Chepe
(16:39):
a fractional. You can try with chet Chipet.
Speaker 2 (16:43):
I put some of my client's financials and the chat
cheap teams say a right, tell me what happened this year,
And I gotta tell you it wasn't totally accurate, but
it has some interesting ideas.
Speaker 3 (16:54):
It's a starting point to start to start somewhere. To
start somewhere, but it's it's not always it's not always reliable.
Speaker 2 (17:01):
That's a good one, that's for sure. No, no, and
these still the refseral Abby appreciate you joining the show.
Where can people catch up with you?
Speaker 3 (17:09):
People can find me on LinkedIn. I'm pretty active in
the dms. There not so much on the posting, but
in the DMS, I'm very active. So if you want
to reach out, that's a good place to reach me.
Or you can go to my website Pinski Consulting dot com.
And I also have a little workbook there. I call
it my Pinsky's Prosperity Playbook. There's a link there where
you can download a free Excel and start using it
(17:31):
to look at your numbers in a in a simple way,
not in the way that the accountant presents it, but
in a way that's usable for you. So to go
to my website and download that and you know, have
fun with it. Learn the numbers, learn how to understand them,
and learn how to use them.
Speaker 2 (17:46):
Obby, thanks so much for joining us. Is the Small
Business Radio Show. You're very welcome to the Small Business
Radio Show'll be right back.
Speaker 5 (17:52):
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Speaker 1 (19:01):
Stick around to get your small business unstuck. More of
Small Business Radio with Barry Moles.
Speaker 2 (19:09):
So let's face it, fear is part of every small
business success story. How we deal with fear, I believe
really defines us. I've always been against the idea that
we should have no fear or not be afraid. My
mantra has always been it's okay to be afraid, but
we should move forward. Anyways. My guest is Gurian Tie,
(19:29):
who's an experience leadership coach, workshop facilitator, and communication strategist
whose clients describe her as the fear Technician. She's the
founder of Farage, built on the belief that understanding and
working with our fears, rather than trying to conquer them,
yields more professional success and personal fulfillment. She's the author
of book called Unmasking Fear, How Fears are our Gateways
(19:52):
to freedom? Guriam, thanks for being on the show.
Speaker 4 (19:56):
Thanks so much for having me here.
Speaker 2 (19:57):
All right, So, how does someone to specialize in feart?
Speaker 6 (20:02):
It's a great question. I actually didn't start with fear.
I started with empathy. I had worked. I've always purpose
has always meant a lot to me, So I've always
wanted to work for companies that were really trying to
make a difference in the world.
Speaker 4 (20:15):
And unfortunately, I kept having to.
Speaker 6 (20:18):
Resign when leaders weren't in integrity because oftentimes purpose and
profit get pit against each other, and while I think
there is a world in which those two align. For
this conversation, I got kind of tired of resigning and
I wanted to see how to reverse engineer the process,
and that actually led me to empathy and I sat down.
(20:39):
I think that empathy is an eight for a lot
of people, but I also think it can be taught,
and I kind of built out a model and what
that led me to was what's standing in the way
of empathy, which is fear, And that started a beautiful
relationship with fear. I actually love how you started the show.
More than just something to do anyway. I've actually found
(21:00):
in the last decade of conversations that nothing has more
information for us than our fear.
Speaker 2 (21:07):
There's an ex famous expression. I don't know who said it,
maybe since you're the fear technician, you know it says
everything you want is on the other side of fear.
Speaker 6 (21:15):
Yeah, I was said, Mark, there's there's some great quotes
out there, but absolutely.
Speaker 2 (21:20):
So how do you define the fear cycle.
Speaker 6 (21:26):
Yeah, so, actually we have the challenge is we never
we never differentiated between rational and irrational fear. So the
whole reason we have a and this is why you
can't overcome or concrete. We have a fear center in
our brains. It's called the amygdala, and that's absolutely.
Speaker 2 (21:45):
We should be afraid, very afraid.
Speaker 6 (21:48):
Absolutely, if we're swimming in a nocean, in a shark
is swimming towards you, That's what's going to cause you
to swim towards a punch in the nose or swim
the other way. The only problem is we never differentiated
between rational and irrational fear. Irrational fears are the what
if future tense feares what I what if I can't
find product market fit, what if I can't pay the
team next quarter, what if I don't have the answers
(22:10):
for the board, what if?
Speaker 4 (22:11):
What if? What if?
Speaker 6 (22:12):
But because our survival isn't at risk, we quieted those cues,
we quieted the concerns, and so unfortunately, irrational fear can
have the same impact on us, which makes us want
to fight slight freeze and there's a lesser known one
called fawn sawn is pleasing and appeasing, so people pleasers
out there might respond to that one, But so we
(22:34):
react to the same way until we understand that that's
information that's trying to show us something.
Speaker 2 (22:39):
Do you think that people's fears of the last few
generations have increased because we're not dealing with immediacy. Most
people aren't dealing with immediacy of survival, so they have
more time to think and worry about the future.
Speaker 4 (22:53):
It's a great question.
Speaker 6 (22:54):
I mean, I often want and in so many conversations,
is this people face fear in the way they have
in centuries past.
Speaker 4 (23:01):
I mean, I think it's always been.
Speaker 6 (23:03):
It feels like the the increase of inputs that we
have now would definitely contribute to heightened levels of anxiety
because there's just so much information and if you're not
taking it in consciously, your subconscious is probably taking it in.
And if you have these future tense stories, it's kind
of NonStop data that's feeding those, which is why it's
so important to be aware of your thoughts.
Speaker 2 (23:25):
Yeah, I think there's a lot more fear these days
because people are on social media. They're seeing what everyone
else is doing, so they're fearing that they're not keeping up.
Of course, there's always been the imposter syndrome, right, they
fear that they're not who people think they are.
Speaker 6 (23:41):
You know, in all the years I've been doing this,
that is the most common fear I hear, is the
imposter syndrome. It is that common for people. But I'm
actually going to give you a flip perspective of this.
I think the imposi fear in general is actually showing
us what we care about. It's showing us what's most
important to us. Even if you talk about fomo fear
(24:02):
of missing out, we could be scared of everything, but
there are certain things that matter to us. The question
is to find that information within estead of externally on
still in the blank social media site. But the imposter
syndrome is showing you that something matters to you. So
let's say you're given a promotion and you're stepping into
managing people or even more people than you ever have
(24:23):
before and get you might not think that you're capable
of doing that. You might not think that you know
how to lead a team, you know how to handle challenges.
Speaker 4 (24:30):
What that's really showing you is to get curious of well,
where are what are I strength? Where do I want
to grow?
Speaker 6 (24:36):
What are the elements that I want to step into
so that I feel confident to take this.
Speaker 4 (24:40):
It's actually asking for our attention.
Speaker 6 (24:43):
And if we really start to pay attention to the
story of fear, this is a really important It's not
just fear. People have stories that they're telling themselves, and
identity and stories are so wrapped up in each other.
Speaker 4 (24:54):
And if we can start to hear.
Speaker 6 (24:55):
The specifics of what that imposter syndrome is saying, I
actually think it's leading you exactly to where you want
to either develop or ask yourself different questions or connect
with strengths that you have.
Speaker 2 (25:08):
So, for example, agreed, what do you mean the specifics
like what?
Speaker 6 (25:13):
Yeah, So I'll give you an example, so I'll make
it personal. So my first job, I got a job
as a PR representative, and my congratulations presence to myself
was a pair of vanity glasses because I wanted to
appear smart. And then I got there and realized it
felt like I was super out of my league.
Speaker 4 (25:31):
So I had the Thesaurus up.
Speaker 6 (25:34):
That was the only website that was always up, so
that everything that I did I could put through that,
so that I could.
Speaker 4 (25:40):
Sound more intelligent. Now.
Speaker 6 (25:42):
What was unfortunate was how much I was beating myself
up along the way, that I wasn't smart enough, that
I shouldn't be there, that I was out of my league.
Speaker 4 (25:49):
X, Y or z.
Speaker 6 (25:50):
But if I really look back, the imposter syndrome was saying, hey,
this matters. I want to show up with professionalism. I
want to contribute content that I think matters.
Speaker 4 (26:00):
It was actually showing me that, like, this was a
growth edge to step into.
Speaker 6 (26:05):
If I wasn't being so hard on myself, that would
have been a wonderful experience. But the imposter syndrome itself
was just showing me what mattered and how I could
further develop myself.
Speaker 2 (26:17):
You know, it's interesting because the modern day version of
thesaurus now is chat GPT.
Speaker 4 (26:21):
Right.
Speaker 2 (26:21):
So I had a client who joined the team and
she felt like she wasn't articulate enough in her email.
So every email was basically a chat GPT response, And
you can tell us the chat gb response. We said, listen,
you don't have to put through chat GPT. Just give
us whatever your response is. That's okay. We hired you
all the good, bad and the ugly, and I think
(26:43):
people feel like they got to seem to be somebody
else that they're not, and I think that's the equivalent
we have today. So how do you pause this cycle? Right?
This far cycle?
Speaker 6 (26:55):
So, and you've said, actually, my favorite word in the
EOS language, which is pause. If you think about so,
it's called fear responses. But actually the language I use
is fear reactions because we're not making.
Speaker 4 (27:07):
A choice when we are reacting.
Speaker 6 (27:09):
If we can slow things down and press pause, then
you actually can start to respond instead of react. So
you don't have to fall into the I'm in fear,
I'm going to go find the answer.
Speaker 4 (27:20):
And chat DPT. You can actually pause and get curious.
One thing to do. And this is kind of different
for everyone.
Speaker 6 (27:27):
Everyone has cues, just like so, I have a common one.
Speaker 4 (27:31):
For most people.
Speaker 6 (27:32):
When we are in fear, you're probably holding your breath
or taking really short breaths. I have people whose hands
get sweaty. I have myself. I actually have the opposite.
I typically get cold when I'm in fear. But people's
tests there. You know, the tests might get tight, your
shoulders might get tight, your ears might get hot, but
your body is alerting you. This is the great thing.
(27:52):
Irrational fear does alert us too. We just kind of
ignored it because our survival.
Speaker 4 (27:57):
Wasn't at risk.
Speaker 6 (27:58):
But people know and they are experiencing this, and in
that moment, if you can pause, there are actually a
number of ways to start to engage fear for the
unbelievable information it has for us.
Speaker 2 (28:10):
But how do you pause? Because that's I think the
hardest thing is that if you're in this cycle of
fear or anxiety, how do you actually pause? Do you
say to yourself, all right, let me not react, let
me respond. What do you say to yourself so you
can get that pause?
Speaker 4 (28:24):
So it's pretty interesting. I actually have I love post
it notes.
Speaker 6 (28:28):
I know this is super old school, but I think
there's something very powerful and tactile about a post it note.
The only word I have on my desk is pause.
It's a reminder that and pausing.
Speaker 4 (28:38):
Here's the amazing thing. It takes a breath. If you
take a.
Speaker 6 (28:42):
Breath, you can actually shift an old pattern. If you
find yourself looping, I'm going to give you a tool
for looping. Ruminating is not problem solving, and we can
get exactly in that loop pretty easily. And so one
thing to do if you find yourself in that loop
is what I call next thing. So when you hear
yourself what if one of my clients calls it, what if?
(29:04):
Is the but if you're what ifing what ifing, just
say next, next, next. You might say it thirteen times,
you might say thirty three times, it's irrelevant. You're actually
just trying to get to a neutral thought. We're trying
to break that pattern. If you do, notice that you
are telling yourself a story that is fear based future
the future tense is.
Speaker 4 (29:23):
The key here, the what if. Everybody knows the what ifs.
Speaker 6 (29:26):
If you notice yourself running that, that's when you want.
Speaker 4 (29:29):
To say pause.
Speaker 6 (29:31):
And there's really three places you can go from there,
But the most important one, I think for small business
owners is really curiosity. Again, we put a lot of
power in our story. So if you can ask yourself
two questions, One what am I telling myself is true?
Speaker 4 (29:47):
And two? What is true? What am I telling myself
is true?
Speaker 6 (29:52):
Might be I don't know the answer to product market fit,
I don't know if I'm going to be able to
pay my employees. I don't know what to say to
the Going back to those examples, that's I'm going to
fail all of these pieces.
Speaker 4 (30:05):
What is true?
Speaker 6 (30:06):
It's true I might need more information about X, I
might need help around why.
Speaker 4 (30:12):
I might need to sit down and take stock of
the assets.
Speaker 6 (30:15):
That we do have to understand if we're headed in
the right direction, if we need to pivot. There's a
big gap between those two. And furthermore, when we're in fear,
we're in our amigdala.
Speaker 4 (30:25):
When we're practicing curiosity, we're actually.
Speaker 6 (30:28):
In our prefrontal cortex, which is the home of decision making, creativity, empathy.
So neurologically, by practicing curiosity, you can move from your
fear center to your prefrontal cortex.
Speaker 2 (30:40):
So how do we get into this? How do we
get into this idea in our society, especially in American society,
that we should have no fear? I mean there's even
like shirts or a brand called no fear. How do
we get there?
Speaker 6 (30:53):
Well, I actually have a I think fear is a
very powerful tool. And if you look at fear over
the course of time, it has been used by government's, business,
religion to divide us. I don't think there's anything more
powerful than fear. And guess what, it's free works really
barn well. So it behooves power to have people not
(31:16):
understand their fear and not understand that it's an asset.
So when we're in fear, we give our power away.
Look at consumerism, Okay, every product, you're not enough, you're
not enough of X, but if you buy why, you
will be. It's ingrained into our system. Scarcity is really
the win lose, zero sum game. It is so ingrained
(31:38):
it's just become part of everyone's way of being.
Speaker 4 (31:40):
And because we fear fear, we don't even talk about it.
We turn away from it, so we.
Speaker 6 (31:47):
Miss out on and when we're in fear, we give
our power away and we're not making conscious choices from
our intentional truth.
Speaker 4 (31:54):
So it's a very disempowered.
Speaker 6 (31:56):
To not have a healthy relationship with your fear is
very disempowering and allows other systems and structures to actually
have a sense of control over you.
Speaker 2 (32:06):
Yeah, I mean, I think this is what politicians do
and sometimes business owners do this. If you fear the
other people, we're not thinking about your own fears and
so you're placing it over there. I mean, of course,
FDR said, the only thing we have to fear is fear. Itself.
I'm not sure what that meant, but I thought it
was a really good quote. So I think the other
thing is people, and you talk about this, that people
(32:28):
get into this idea of binary thinking that there's only
success and failure, right. I mean, our society is so
focused on was their success? Was their failure? And again
I think a lot of times people only could define
it when they're looking through the past. Right, was that
success or that's a failure? Or they remake up, they're
what really happened? How do you make sure that you
(32:49):
don't get that trap of you got to be successful
your failure.
Speaker 4 (32:54):
Yeah, it's a great question.
Speaker 6 (32:55):
I mean, think of how young we are when we
start getting in boxes and instructs of what you should do,
what success looks like, what school you should go to,
what you should wear, what instrument you should play that
fits what I mean, we just do it. We do
it from such young age we conform most clients. This
is a fascinating thing I learned. I didn't know this
going in, but when I ask people what is success
(33:17):
to you? Most commonly I get a quiet look on
a face because people haven't even to find it for themselves.
Because mostly success is adopted from somewhere out there of
what success is. So the first thing I would do
is say, take a step back, zoom out, and ask
yourself what is success. It might be more than a
brand name that you're working for or a certain level
(33:39):
of compensation. I mean, for me personally, it was owning
my own calendar. Freedom and flexibility meant a lot to me.
Speaker 4 (33:47):
And so there's.
Speaker 6 (33:48):
Various elements that I think, Actually, if you look at
the portfolio of success, if you will, but it's really
important to make sure that you're headed towards what success
is for you. And it's interesting just this notion of
success and failure. I do believe that we live in
a very binary world. Actually, my personal wise statement is
(34:08):
to help create a world of and not or, because
I think things are very pitted.
Speaker 4 (34:13):
Against each other.
Speaker 6 (34:14):
I even mean experiencing multiple emotions at one time. We
are very complex individuals. But if you go back to
success again, I'll use myself as an example, so it's
not a hypothetical. What was really important to me when
I found this work and the value of fear was
focusing on it, was trying to find a way to
(34:34):
get it out in the world and At first, I
actually tried a podcast and that failed, if you will.
Then I tried building a training program for police, and
I partnered with a police policeman for two years, and
for varying reasons, that didn't take off. I never intended
to write a book, but it turns out that's the
form that it wanted to be. If I was defined
(34:57):
by my air quote failures, I might have given up
not explored that. But success to me was actually following
my passion, and I knew that I was passionate about this,
so I could be open to what form it was
meant to be in.
Speaker 2 (35:10):
You know, it's so interesting me because I think that
and again I hate the expression whish have no fear,
as you were talking about, we have to understand really
what the value of fear is because I remember early
in my career that I was afraid I wasn't going
to support my family. So I had I was a
sales rep at the time, and I had a picture
of my family on my desk and that really motivated
(35:32):
me to pick up the phone and make some phone
calls to try to get some business. Because I was
a friend, I wasn't paying the mortgage. That's not necessarily
a bad thing.
Speaker 4 (35:39):
No, definitely, it was showing you. It was it was
showing me that you wanted to show up and take
that job seriously. Probably you were going to be on time.
You wanted to challenge you. I mean, just as I
did with this asaurus.
Speaker 6 (35:49):
Maybe you thought about how you were pitching people, how
you were relating to people.
Speaker 4 (35:53):
It probably made sure that you were present. It's really
I don't.
Speaker 6 (35:56):
Think anything is showing like if you have a direct
line to here, in tuition, you're getting messages on where
you want to grow. That's your gut, right, even when
it doesn't make sense on paper, Your gut knows at
times your fear is showing you exactly where you want
to go by trying to scare.
Speaker 4 (36:11):
You away from it.
Speaker 6 (36:12):
Because fear is pretty ironic, but its entire job is
to protect us from a rational perspective. That's our survival
from an irrational perspective. The current version of yourself, Your
fear knows how to protect you as the second you grow,
your fear has to learn who you are and learn
how to protect you there. And fear doesn't like doesn't
(36:33):
like extra work. But so if we could start to
see fear with irony, and it.
Speaker 4 (36:38):
Took I realized this is hard, it's scary. I get that.
Speaker 6 (36:42):
But over the years now when my fear comes up,
I can kind of tilt my eyebrow at it and say,
what are you doing here?
Speaker 4 (36:49):
Like why are you showing up to? What are you
here to show me?
Speaker 2 (36:53):
You know, it's interesting to me because I was a
motivational speaker for a lot of years and people always
talked about, you know, the butterflies to get in your
stomach before you go on stage. And I think it
was Andrew Carnegie or somebody else that says, you know,
we can't make those butterflies go away, we just have
to teach them the flying formation. And I think that's a
lot about that's a lot about what fear is like.
(37:14):
And I always feel especially good when I have fear
and nothing. I'm able to conquer it, but I'm able
to have it go along for.
Speaker 6 (37:21):
The ride, absolutely, And so I think let's go back
to binary. Fear and courage are seen as two totally
different things. I actually think what separates them as a hairline.
Speaker 2 (37:30):
Breast right, you can have courage if you don't have fear.
Speaker 6 (37:34):
Every if you look back at every courageous decision you've
made in your life. I can almost guarantee you that
the moment before you step into your courage, you are
in fear. Your fear is the inhale where you're holding
your breath, you're sitting tight, and your courage is where
you exhale and move into it. Those are two sides
of the same coin, that is wholeness.
Speaker 4 (37:54):
But they've been pitted against each other.
Speaker 6 (37:57):
So people that have an unhealthy relationship with their fear
courage seems like a week away. It's actually fear is
showing us where to apply our courage. So the more
that we can be with it, the more that we
can understand what it's showing us, we can actually close
the gap between fear and courage.
Speaker 4 (38:13):
So it's something we can just step into.
Speaker 2 (38:15):
Well, I just want to update everyone. My assistant handed
me the quote of everything you ever want is on
the other side of fear is usually attribute to Jack Canfield,
but actually was said by Georgia A. Dare who I
don't know who George is, but George, thanks for coming
up with that quote because I really I really like it. Grin,
I really appreciate you joining the show. The title of
the book is called Unmasking Fear. How fears are our
(38:37):
gateways to freedom? Where can people catch up with you?
Speaker 6 (38:41):
Yeah, so I'm on LinkedIn, I'm on Instagram under Unmasking Fear.
I'm actually I'm trying to reframe this so it's really
advocates for fear.
Speaker 4 (38:52):
This is I actually.
Speaker 6 (38:53):
Think that this is the fear, as we've said, was
kind of being used to divide us.
Speaker 4 (38:58):
What my work has shown me is we all have
the same fear.
Speaker 6 (39:02):
So I actually think nothing, especially at this time, nothing
can unite us more than understanding our fears.
Speaker 4 (39:08):
So I look forward to continuing conversations.
Speaker 2 (39:11):
Alberson Geran, thanks for joining us, and I want to
thank everyone for joining this week's radio show. Remember love everyone,
trust a few, and pale your own canoe. Have a
profitable and passionate week.
Speaker 1 (39:24):
You can find Barrymoltz on the web at Barrymolts dot com.
For more episodes of Small Business Radio at small Business
radioshow dot com.
Get ready for all the craziness of small business. It's
exactly that craziness that makes it exciting and totally unbelievable.
Small Business Radio is now on the air with your host,
Barry Maltz.
Speaker 2 (00:17):
Well, thanks for joining this week's radio show. Remember this
is the final word in small business. For those keeping track,
this is show number eight hundred and forty nine. Well,
if with the economy really in an uncertain state, now
is the time to really diagnose any profit leaks you
have in your business before they've spread. My guest is
(00:39):
Avi Pinske. He's known as the Business Finance Doctor. He
provides small business owners with a practical framework they can
utilize month after month without needing to become accountants. After
more than a decade in a public accounting Avy realized
that most owners don't need another CFO style lecture. What
they need is simple diagnostic, a visual scoreboard that highlights
(01:01):
only the three numbers that matter, and a short monthly
action plan that turns numbers into behaviors. Avi, welcome to
the show.
Speaker 3 (01:09):
Thanks for having me excited to be here.
Speaker 2 (01:11):
So I was a small business owner for a long time.
I even graduate with a MBA in finance, and I
still sucked at the financial statements. Why are small business
owners so bad at it? And many of them seem
not really interested in getting any better?
Speaker 3 (01:27):
Yeah, I mean not everybody. Not everybody enjoys numbers. Not
everybody's a number person. I happen to be, so for me,
they speak to me. But for a lot of business owners,
they fall into the role of being a business owner.
They're used to being the operator, the technician, the person
in the field who's doing the work. And then as
(01:47):
their business grows, as they're successful because they're very good
at doing that thing, at being the operator, their business
grows to a point where they have to take on
a new role as the business owner. And at that
point they need to understand these accounting principles that they
were never taught and nobody ever taught them to be
a business owner and how to use these numbers to
(02:09):
their advantage. So you know, they don't they're kind of lost.
They don't really know what to do.
Speaker 2 (02:15):
Uh.
Speaker 3 (02:16):
If you're if you're a plumber and you you start
a plumbing business, nobody taught you how to be a
owner of a plumbing right, how to be the plumber exactly,
So it's really just a lack of education, you know.
Speaker 2 (02:27):
And I think a lot of small business owners excuse
it away by the saying, well, I know the numbers,
you know, it's intuitive, And when I show them what
the real numbers are, they seem kind of shocked.
Speaker 3 (02:38):
Yeah, it's it's not intuitive at all. It's it takes
a lot of understanding of the accounting uh and and
how to read a financial statement, how to read a
balance sheet, how to read a P and L statement
in order to get something that's usable for for the
business owner. And and that's not we're not even talking
(02:59):
about the statement of cash, which most of them don't
even see, right, exactly, that's the that's really the key.
That one's much more important than the other two, and
they've never even heard of it sometimes.
Speaker 2 (03:08):
Right, it's the one that's the only one that doesn't lie.
But the small business owner exactly and keep saying, I'm
too busy to look at the financial statements. And I
said to myself, how could you be too busy? It's
one of the most important tools you have in your business.
Why don't they realize how important? Is because they were
never taught or is it always at the CPA come
tax time is just talking over them, right, They're not
(03:30):
really enabling them to understand what's really going on.
Speaker 3 (03:34):
Yeah, I think they they've never I think they've delegated
that to their bookkeeper, to their accountant, and so the
finances is not on me. That's their job. I run
the operations very nice and good, but that has data
that's very important that can really shed a light on
what is working and what's not working. And your accountant
(03:56):
is not focusing on that data. The p and L
and the balance sheet. The story is there for those
who know how to read it and those who want
to read it. The accounting knows how to read it.
But that's not what he's trying to do. He's trying to,
you know, to get your your reports at the end
of the year, at the month, at the end of
the month, or he's trying to fill out your your
tax return at the end of the year. He's not
(04:17):
trying to tell you, well, what insights am I gleaning
from these reports? And they're not written in a way
that a business owner can really understand it. They're written
in uh, it's almost like a different language and accompanies.
It's almost like its own thing. And so the person
who wants the insight doesn't know how to understand it,
And the person who knows how to understand it isn't
giving that insight because that's not their role, right, And
(04:39):
not that they can't do it, but that's not their role, right.
Speaker 2 (04:41):
Their role is to how much federal taxes and state
taxes do I own?
Speaker 3 (04:44):
Right?
Speaker 2 (04:44):
I mean, that's what they're looking for. Also, I think
that the small business owner doesn't want it to appear
to be stupid because it is a different kind of language.
You talk about that there's only there are three numbers
that every owner should track monthly basis. What are these?
Because I think if we simplify AVI, it's a long
way to helping them.
Speaker 3 (05:03):
Yeah, So if you really wanted to narrow it down
to three, it's your revenue, it's your profit, and it's
your cash flow. Those are the three buckets that are
that really say a lot about the health of the business,
how it's doing right. Revenue, how much money is coming
in in a monthly basis, a yearly basis, you want
to bring it into a weekly basis, whatever is depending
(05:24):
on the size of your business, you're going to look
at at at what time frame you're looking at, so revenue,
how much money is coming in? Very nice? Can you
make money? Can you sell your product? Amazing? But is
it profitable? Are you able to keep any of that money?
How much are you spending in order to make that money?
I can, you know, I'm sure I can come with
any product that tomorrow I can make a million dollars
(05:45):
a year. But you know there's a caveat it costs
me five million time. That's not a business. That's not
a business. So you're not profitable. So profit what are
my expenses in relation to my to my revenue? So
profit is what's left after I pay my expenses. Now,
revenue and profit are very much theoretical. You might not
(06:06):
realize it as a business owner because you're not trained
in the accounting. But there's a lot of iffiness, kind
of like there's a lot of opinion. Where do I
put this expense? How do I categorize this income? When
do I categorize it? Am I going to recognize it today? Tomorrow,
in a week and a year, who knows? Who knows when?
So there's a lot of theory behind the revenue and
the profit. But the cash, as they say, is king
(06:28):
because that's something that's very black and white. You can
go to your bank account. You can see exactly how
much cash you have on hand, and unfortunately that's not
related to the business owner. Usually. Like I said, the
statement of cash flows, not only is it not understood,
it's not even presented most of the time. So you know,
those are the three main categories that you have to
look at. Each number. Each of those three can be
(06:50):
broken down further still, staying somewhat broad, I can break
down each one of those into maximum five numbers for
you and total fifteen numbers maxim in any business that
you have to keep an eye on. You don't have
to look at every line item of your business on
a regular basis. Three numbers is going to give you
an idea. Maximum fifteen will give you pretty much the
(07:11):
whole picture.
Speaker 2 (07:12):
So let's talk about cash flow because again I think
that the profit and law statement, the balance sheet, they
can both lie, but cash flow doesn't lie. And why
don't you give us your definition with the cash flow
statement shows you? Because I always say that the poor
man's cash flow statement is to look at my bank account.
How much money to have the beginning of the month,
how much money to have the end of the month.
Speaker 3 (07:31):
Right, Yeah, tells me if.
Speaker 2 (07:32):
I'm cash flow positive cash flow negative. But tell us
describe what the cash flow statement does for us.
Speaker 3 (07:39):
So the beginning of the month and the end of
the month, that's the that's the bookends of your cash
flow statement.
Speaker 4 (07:46):
Right.
Speaker 3 (07:46):
The real question and the real insight is how did
you get from A to B? How did I get
from that beginning of the month, Let's say it's one
hundred to the end of the month one hundred and fifty.
What happened during the month that caused the money to
go in and out? That's essentially the story that the
statement of cash was just telling you. It's telling you
what came in from your operations, just from the running
(08:08):
of the business, the profit and loss of the business,
the IOUs that that your customers have. The running of
the operations of the business is one section. Another section
is going to be your financing. How many did you
take on new loans? Did you pay off any old loans?
Did I take out new did I buy new machinery? Right?
(08:29):
Maybe I had an old machine that broke down, or
an old truck that broke down. I had to replace it.
Maybe I sold the old one for parts that brings
cash in. Maybe I bought a new one that takes
cash out. Taking on a new loan brings in cash.
Paying off an old loan takes away cash. And then
there's also any investments that I've done in the in
the business itself. Did I did I withdraw some money
(08:51):
to pay for my mortgage, pay for my kids, tuition,
pay for you know, maybe I got a new kid
that got a license, I got get a new car,
so I withdraw money from the business. Or am I
investing more in the business because we ran out of
cash and so I had to put some more of
my savings into that. So it's basically what caused the
money in the business to move it. Was it that
(09:12):
I'm doing so well in the operations? Is it that
I sold an asset, that I did an investment. That's
essentially the story that the statement of cash is presenting, right,
And we.
Speaker 2 (09:21):
Also have to look up did accounts rectable go up
or down?
Speaker 3 (09:24):
It?
Speaker 2 (09:25):
Accounts payable up or down? Right, because people understand that
if your account's payable, sorry, if accounts receivable goes up,
that's a use of cash, right, You're not getting paid
today exactly and if your accounts payable goes up, that's
a source of cash. And I think it's counterintuitive to
a lot of people, and I think we just have
to slow down and explain it and the business owners
should be able to use it. But you also talk
(09:45):
about that many times there could be financial leaks that
drain a business without the owner realizing it. Tell us
about how that happens. Yeah, what's the early warning signs?
Speaker 3 (09:57):
Yeah, I mean it's just as an example, like you said,
with the accounts receivable, that's essentially an IOU that you're
giving out to your customers tax free or interest the bank.
And and and if you don't realize that people are
using your services, maybe they're great customers. You know, they
give you five star review on Yelp or whatever, but
(10:18):
they don't pay your bills. So you have to pay attention.
Speaker 2 (10:21):
To that much of a customer. They're only a customers, right,
That's when that's when they're yeah.
Speaker 3 (10:28):
Well well that that makes them a very good customer actually, right.
So that's something if you're not paying attention to your
statement of cash flow and to your balance sheet, then
you're not going to catch that. If you're only understanding
the P and L, the income statement, right, revenue and expenses.
That's the only thing you're looking at as a business
owner on a regular basis. You are going to miss
(10:49):
that because you will not see that anywhere on the
income statement. That's not going to show up as an
accounts receivable that went up. It's not going to show
that there was an invoice that's outstanding. You need to
look at these things in order to know that it's
going on. I had a client that he had this
exact thing. He wasn't paying attention to his account receivable.
They were ballooning out of control, like I don't know,
(11:12):
one hundred thousand more receivables than just a couple of
in a couple of months. And it was because he
just the invoices. This is the craziest thing. His invoicing
software wasn't sending the invoices to the clients. Wow, there's
a box when you create an invoice that said, you know,
send invoice to clients or email whatever, and that box
defaulted to not being checked. So all of the bills
(11:35):
for like three months were just going unpaid. But he's
looking at his revenue when he's saying, look at all
these cells I'm making I'm doing great, but his cash
was being drained and he didn't know why. So you
need to know how to pay attention to it and
going to your point before people they don't understand. Even
as an accountant, I had a trouble understanding the statement
of cash was when I first when I first learned
(11:57):
about it. It's not an easy thing to understand. The
symbols are all messed up. One thing could be negative,
that be negative, that could be bad. Right is a
is a decrease in my accounts payable good or bad? Well,
my decrease in accounts receivable that was that was good
or bad? So now payable is that good? And it
takes a lot of mental gymnastics just to understand it. Right, So,
(12:19):
even for US accounting professional professionals, it's not the easiest
of statements. You can get used to it, you can
learn it. But if you don't, if you don't see
it and get used to it, ask the questions, right,
ask your accountant what does this mean? And if he
doesn't explain it to you, well say I need you to.
I need you to explain it again. I didn't get it.
If he's an employee, right, if he's an employee of yours,
(12:42):
if he's somebody that you're hiring to do your taxes,
do your bookkeeping, he needs to do it to the
standard that's acceptable for you. And you have to be
able to understand it, because for you, it's a matter
of life and death, life and death of the business.
It's is my business sustainable? Is it making money? Is
is it profitable? And is it growing? And does it
have cash that I can then use to fulfill my
(13:04):
own personal obligations in life? And their job is to
help you do that. And if they're not helping you,
you got to get somebody who can, who can be
on board, some sort of CFO type of professional that
can help you look at the numbers, look at the past,
look at the history in order in order to understand
the ramifications for the future and figure out what can
you do about it so that the future is brighter. Right,
(13:25):
And that's not where the account is sitting. They're sitting
just in the past, reporting compliance things of that nature.
You need somebody who can be future focused as you
should be in your own business.
Speaker 2 (13:37):
We're talking about Avi Pinsk. He's known as the business
finance Doctor abby. You also say that it's you try
to simplify things for people by putting together a one
page action plan, right, to turn their confusion into clarity.
What's in that plan?
Speaker 3 (13:52):
That plan is essentially a focus plan, right. It's to
get you focused on what you can do in the
next thirty days, to turn your business to being more profitable,
to get more cash in your pocket so you can
manage your business's money with a future focus instead of
(14:12):
looking just at the past. It's learning from the past
and saying what can I do about it so that
tomorrow is better. As business owners, we oftentimes have everything
on our heads all at once. There's so many fires
to put out. The world is on our shoulders that
the weight of the world is on our shoulders. We've
got a lot going on at once. It's very hard
to figure out what are those important tasks they're going
(14:34):
to actually move the ball forward. So that one page
action plan is just saying, Okay, these are the tests
that are on my plate for the next thirty days.
If these get done, the business moves forward. If these
don't get done, maybe it's stagnant, maybe it regresses. But
this is just a list, a very clear list of
where am I supposed to focus so that everything else
(14:55):
can get off of my head, put on the back
burner or thrown in the garbage. But it's not something
that it's taking up my mental space for the next
thirty days.
Speaker 2 (15:03):
So if people are stuck, and I think a lot
of small business owners are stuck around this, where can
they start? What's the first step? Because I think sometimes
abby taking the first step is the most difficult.
Speaker 3 (15:14):
Oh, for sure, you got to just realize that you
don't know it, and that's okay. Most business owners they
don't know it, and that's okay. Successful businesses don't happen
by accident. You need to know the game plan that
successful companies go through on a regular basis to become
successful and to stay successful. If you're just going to
(15:37):
keep doing what you're doing, trying to focus on just
the operations and doing more sales and getting more revenue,
it's fine, you're going to grow your revenue, You're going
to grow that top line, but at what expense? Right,
are you going to be profitable? Are you spending that
five million to make the one million? And at the
end of the day, are you doing what you need
to get money into your pocket. So just a little
humility to say I don't know it all, and it's
(15:59):
okay that I don't know it all. There are resources
available where I can learn the things that I don't know,
and I can delegate the things that I don't want
to know. Like I said at the beginning, that everybody
wants to know numbers. It doesn't speak to everybody. That's fine, right.
Everybody has their own individual abilities and interests. Not everybody
has to know the finances and understand the finances. But
(16:19):
you need somebody on board who does and who the
numbers speak to, who can help you translate it into action.
So step one, get a little bit of an education
on the things that you don't know. Uh, ask your
bookkeeper for some more information, get clarity, Ask your accountant.
If they can't help you, find somebody who can. Chepe
(16:39):
a fractional. You can try with chet Chipet.
Speaker 2 (16:43):
I put some of my client's financials and the chat
cheap teams say a right, tell me what happened this year,
And I gotta tell you it wasn't totally accurate, but
it has some interesting ideas.
Speaker 3 (16:54):
It's a starting point to start to start somewhere. To
start somewhere, but it's it's not always it's not always reliable.
Speaker 2 (17:01):
That's a good one, that's for sure. No, no, and
these still the refseral Abby appreciate you joining the show.
Where can people catch up with you?
Speaker 3 (17:09):
People can find me on LinkedIn. I'm pretty active in
the dms. There not so much on the posting, but
in the DMS, I'm very active. So if you want
to reach out, that's a good place to reach me.
Or you can go to my website Pinski Consulting dot com.
And I also have a little workbook there. I call
it my Pinsky's Prosperity Playbook. There's a link there where
you can download a free Excel and start using it
(17:31):
to look at your numbers in a in a simple way,
not in the way that the accountant presents it, but
in a way that's usable for you. So to go
to my website and download that and you know, have
fun with it. Learn the numbers, learn how to understand them,
and learn how to use them.
Speaker 2 (17:46):
Obby, thanks so much for joining us. Is the Small
Business Radio Show. You're very welcome to the Small Business
Radio Show'll be right back.
Speaker 5 (17:52):
Running a small business is hard and confusing. Most entrepreneurs
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hundred Shortcuts to Your Success solves this problem. It's a
(18:15):
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(18:35):
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Speaker 1 (19:01):
Stick around to get your small business unstuck. More of
Small Business Radio with Barry Moles.
Speaker 2 (19:09):
So let's face it, fear is part of every small
business success story. How we deal with fear, I believe
really defines us. I've always been against the idea that
we should have no fear or not be afraid. My
mantra has always been it's okay to be afraid, but
we should move forward. Anyways. My guest is Gurian Tie,
(19:29):
who's an experience leadership coach, workshop facilitator, and communication strategist
whose clients describe her as the fear Technician. She's the
founder of Farage, built on the belief that understanding and
working with our fears, rather than trying to conquer them,
yields more professional success and personal fulfillment. She's the author
of book called Unmasking Fear, How Fears are our Gateways
(19:52):
to freedom? Guriam, thanks for being on the show.
Speaker 4 (19:56):
Thanks so much for having me here.
Speaker 2 (19:57):
All right, So, how does someone to specialize in feart?
Speaker 6 (20:02):
It's a great question. I actually didn't start with fear.
I started with empathy. I had worked. I've always purpose
has always meant a lot to me, So I've always
wanted to work for companies that were really trying to
make a difference in the world.
Speaker 4 (20:15):
And unfortunately, I kept having to.
Speaker 6 (20:18):
Resign when leaders weren't in integrity because oftentimes purpose and
profit get pit against each other, and while I think
there is a world in which those two align. For
this conversation, I got kind of tired of resigning and
I wanted to see how to reverse engineer the process,
and that actually led me to empathy and I sat down.
(20:39):
I think that empathy is an eight for a lot
of people, but I also think it can be taught,
and I kind of built out a model and what
that led me to was what's standing in the way
of empathy, which is fear, And that started a beautiful
relationship with fear. I actually love how you started the show.
More than just something to do anyway. I've actually found
(21:00):
in the last decade of conversations that nothing has more
information for us than our fear.
Speaker 2 (21:07):
There's an ex famous expression. I don't know who said it,
maybe since you're the fear technician, you know it says
everything you want is on the other side of fear.
Speaker 6 (21:15):
Yeah, I was said, Mark, there's there's some great quotes
out there, but absolutely.
Speaker 2 (21:20):
So how do you define the fear cycle.
Speaker 6 (21:26):
Yeah, so, actually we have the challenge is we never
we never differentiated between rational and irrational fear. So the
whole reason we have a and this is why you
can't overcome or concrete. We have a fear center in
our brains. It's called the amygdala, and that's absolutely.
Speaker 2 (21:45):
We should be afraid, very afraid.
Speaker 6 (21:48):
Absolutely, if we're swimming in a nocean, in a shark
is swimming towards you, That's what's going to cause you
to swim towards a punch in the nose or swim
the other way. The only problem is we never differentiated
between rational and irrational fear. Irrational fears are the what
if future tense feares what I what if I can't
find product market fit, what if I can't pay the
team next quarter, what if I don't have the answers
(22:10):
for the board, what if?
Speaker 4 (22:11):
What if? What if?
Speaker 6 (22:12):
But because our survival isn't at risk, we quieted those cues,
we quieted the concerns, and so unfortunately, irrational fear can
have the same impact on us, which makes us want
to fight slight freeze and there's a lesser known one
called fawn sawn is pleasing and appeasing, so people pleasers
out there might respond to that one, But so we
(22:34):
react to the same way until we understand that that's
information that's trying to show us something.
Speaker 2 (22:39):
Do you think that people's fears of the last few
generations have increased because we're not dealing with immediacy. Most
people aren't dealing with immediacy of survival, so they have
more time to think and worry about the future.
Speaker 4 (22:53):
It's a great question.
Speaker 6 (22:54):
I mean, I often want and in so many conversations,
is this people face fear in the way they have
in centuries past.
Speaker 4 (23:01):
I mean, I think it's always been.
Speaker 6 (23:03):
It feels like the the increase of inputs that we
have now would definitely contribute to heightened levels of anxiety
because there's just so much information and if you're not
taking it in consciously, your subconscious is probably taking it in.
And if you have these future tense stories, it's kind
of NonStop data that's feeding those, which is why it's
so important to be aware of your thoughts.
Speaker 2 (23:25):
Yeah, I think there's a lot more fear these days
because people are on social media. They're seeing what everyone
else is doing, so they're fearing that they're not keeping up.
Of course, there's always been the imposter syndrome, right, they
fear that they're not who people think they are.
Speaker 6 (23:41):
You know, in all the years I've been doing this,
that is the most common fear I hear, is the
imposter syndrome. It is that common for people. But I'm
actually going to give you a flip perspective of this.
I think the imposi fear in general is actually showing
us what we care about. It's showing us what's most
important to us. Even if you talk about fomo fear
(24:02):
of missing out, we could be scared of everything, but
there are certain things that matter to us. The question
is to find that information within estead of externally on
still in the blank social media site. But the imposter
syndrome is showing you that something matters to you. So
let's say you're given a promotion and you're stepping into
managing people or even more people than you ever have
(24:23):
before and get you might not think that you're capable
of doing that. You might not think that you know
how to lead a team, you know how to handle challenges.
Speaker 4 (24:30):
What that's really showing you is to get curious of well,
where are what are I strength? Where do I want
to grow?
Speaker 6 (24:36):
What are the elements that I want to step into
so that I feel confident to take this.
Speaker 4 (24:40):
It's actually asking for our attention.
Speaker 6 (24:43):
And if we really start to pay attention to the
story of fear, this is a really important It's not
just fear. People have stories that they're telling themselves, and
identity and stories are so wrapped up in each other.
Speaker 4 (24:54):
And if we can start to hear.
Speaker 6 (24:55):
The specifics of what that imposter syndrome is saying, I
actually think it's leading you exactly to where you want
to either develop or ask yourself different questions or connect
with strengths that you have.
Speaker 2 (25:08):
So, for example, agreed, what do you mean the specifics
like what?
Speaker 6 (25:13):
Yeah, So I'll give you an example, so I'll make
it personal. So my first job, I got a job
as a PR representative, and my congratulations presence to myself
was a pair of vanity glasses because I wanted to
appear smart. And then I got there and realized it
felt like I was super out of my league.
Speaker 4 (25:31):
So I had the Thesaurus up.
Speaker 6 (25:34):
That was the only website that was always up, so
that everything that I did I could put through that,
so that I could.
Speaker 4 (25:40):
Sound more intelligent. Now.
Speaker 6 (25:42):
What was unfortunate was how much I was beating myself
up along the way, that I wasn't smart enough, that
I shouldn't be there, that I was out of my league.
Speaker 4 (25:49):
X, Y or z.
Speaker 6 (25:50):
But if I really look back, the imposter syndrome was saying, hey,
this matters. I want to show up with professionalism. I
want to contribute content that I think matters.
Speaker 4 (26:00):
It was actually showing me that, like, this was a
growth edge to step into.
Speaker 6 (26:05):
If I wasn't being so hard on myself, that would
have been a wonderful experience. But the imposter syndrome itself
was just showing me what mattered and how I could
further develop myself.
Speaker 2 (26:17):
You know, it's interesting because the modern day version of
thesaurus now is chat GPT.
Speaker 4 (26:21):
Right.
Speaker 2 (26:21):
So I had a client who joined the team and
she felt like she wasn't articulate enough in her email.
So every email was basically a chat GPT response, And
you can tell us the chat gb response. We said, listen,
you don't have to put through chat GPT. Just give
us whatever your response is. That's okay. We hired you
all the good, bad and the ugly, and I think
(26:43):
people feel like they got to seem to be somebody
else that they're not, and I think that's the equivalent
we have today. So how do you pause this cycle? Right?
This far cycle?
Speaker 6 (26:55):
So, and you've said, actually, my favorite word in the
EOS language, which is pause. If you think about so,
it's called fear responses. But actually the language I use
is fear reactions because we're not making.
Speaker 4 (27:07):
A choice when we are reacting.
Speaker 6 (27:09):
If we can slow things down and press pause, then
you actually can start to respond instead of react. So
you don't have to fall into the I'm in fear,
I'm going to go find the answer.
Speaker 4 (27:20):
And chat DPT. You can actually pause and get curious.
One thing to do. And this is kind of different
for everyone.
Speaker 6 (27:27):
Everyone has cues, just like so, I have a common one.
Speaker 4 (27:31):
For most people.
Speaker 6 (27:32):
When we are in fear, you're probably holding your breath
or taking really short breaths. I have people whose hands
get sweaty. I have myself. I actually have the opposite.
I typically get cold when I'm in fear. But people's
tests there. You know, the tests might get tight, your
shoulders might get tight, your ears might get hot, but
your body is alerting you. This is the great thing.
(27:52):
Irrational fear does alert us too. We just kind of
ignored it because our survival.
Speaker 4 (27:57):
Wasn't at risk.
Speaker 6 (27:58):
But people know and they are experiencing this, and in
that moment, if you can pause, there are actually a
number of ways to start to engage fear for the
unbelievable information it has for us.
Speaker 2 (28:10):
But how do you pause? Because that's I think the
hardest thing is that if you're in this cycle of
fear or anxiety, how do you actually pause? Do you
say to yourself, all right, let me not react, let
me respond. What do you say to yourself so you
can get that pause?
Speaker 4 (28:24):
So it's pretty interesting. I actually have I love post
it notes.
Speaker 6 (28:28):
I know this is super old school, but I think
there's something very powerful and tactile about a post it note.
The only word I have on my desk is pause.
It's a reminder that and pausing.
Speaker 4 (28:38):
Here's the amazing thing. It takes a breath. If you
take a.
Speaker 6 (28:42):
Breath, you can actually shift an old pattern. If you
find yourself looping, I'm going to give you a tool
for looping. Ruminating is not problem solving, and we can
get exactly in that loop pretty easily. And so one
thing to do if you find yourself in that loop
is what I call next thing. So when you hear
yourself what if one of my clients calls it, what if?
(29:04):
Is the but if you're what ifing what ifing, just
say next, next, next. You might say it thirteen times,
you might say thirty three times, it's irrelevant. You're actually
just trying to get to a neutral thought. We're trying
to break that pattern. If you do, notice that you
are telling yourself a story that is fear based future
the future tense is.
Speaker 4 (29:23):
The key here, the what if. Everybody knows the what ifs.
Speaker 6 (29:26):
If you notice yourself running that, that's when you want.
Speaker 4 (29:29):
To say pause.
Speaker 6 (29:31):
And there's really three places you can go from there,
But the most important one, I think for small business
owners is really curiosity. Again, we put a lot of
power in our story. So if you can ask yourself
two questions, One what am I telling myself is true?
Speaker 4 (29:47):
And two? What is true? What am I telling myself
is true?
Speaker 6 (29:52):
Might be I don't know the answer to product market fit,
I don't know if I'm going to be able to
pay my employees. I don't know what to say to
the Going back to those examples, that's I'm going to
fail all of these pieces.
Speaker 4 (30:05):
What is true?
Speaker 6 (30:06):
It's true I might need more information about X, I
might need help around why.
Speaker 4 (30:12):
I might need to sit down and take stock of
the assets.
Speaker 6 (30:15):
That we do have to understand if we're headed in
the right direction, if we need to pivot. There's a
big gap between those two. And furthermore, when we're in fear,
we're in our amigdala.
Speaker 4 (30:25):
When we're practicing curiosity, we're actually.
Speaker 6 (30:28):
In our prefrontal cortex, which is the home of decision making, creativity, empathy.
So neurologically, by practicing curiosity, you can move from your
fear center to your prefrontal cortex.
Speaker 2 (30:40):
So how do we get into this? How do we
get into this idea in our society, especially in American society,
that we should have no fear? I mean there's even
like shirts or a brand called no fear. How do
we get there?
Speaker 6 (30:53):
Well, I actually have a I think fear is a
very powerful tool. And if you look at fear over
the course of time, it has been used by government's, business,
religion to divide us. I don't think there's anything more
powerful than fear. And guess what, it's free works really
barn well. So it behooves power to have people not
(31:16):
understand their fear and not understand that it's an asset.
So when we're in fear, we give our power away.
Look at consumerism, Okay, every product, you're not enough, you're
not enough of X, but if you buy why, you
will be. It's ingrained into our system. Scarcity is really
the win lose, zero sum game. It is so ingrained
(31:38):
it's just become part of everyone's way of being.
Speaker 4 (31:40):
And because we fear fear, we don't even talk about it.
We turn away from it, so we.
Speaker 6 (31:47):
Miss out on and when we're in fear, we give
our power away and we're not making conscious choices from
our intentional truth.
Speaker 4 (31:54):
So it's a very disempowered.
Speaker 6 (31:56):
To not have a healthy relationship with your fear is
very disempowering and allows other systems and structures to actually
have a sense of control over you.
Speaker 2 (32:06):
Yeah, I mean, I think this is what politicians do
and sometimes business owners do this. If you fear the
other people, we're not thinking about your own fears and
so you're placing it over there. I mean, of course,
FDR said, the only thing we have to fear is fear. Itself.
I'm not sure what that meant, but I thought it
was a really good quote. So I think the other
thing is people, and you talk about this, that people
(32:28):
get into this idea of binary thinking that there's only
success and failure, right. I mean, our society is so
focused on was their success? Was their failure? And again
I think a lot of times people only could define
it when they're looking through the past. Right, was that
success or that's a failure? Or they remake up, they're
what really happened? How do you make sure that you
(32:49):
don't get that trap of you got to be successful
your failure.
Speaker 4 (32:54):
Yeah, it's a great question.
Speaker 6 (32:55):
I mean, think of how young we are when we
start getting in boxes and instructs of what you should do,
what success looks like, what school you should go to,
what you should wear, what instrument you should play that
fits what I mean, we just do it. We do
it from such young age we conform most clients. This
is a fascinating thing I learned. I didn't know this
going in, but when I ask people what is success
(33:17):
to you? Most commonly I get a quiet look on
a face because people haven't even to find it for themselves.
Because mostly success is adopted from somewhere out there of
what success is. So the first thing I would do
is say, take a step back, zoom out, and ask
yourself what is success. It might be more than a
brand name that you're working for or a certain level
(33:39):
of compensation. I mean, for me personally, it was owning
my own calendar. Freedom and flexibility meant a lot to me.
Speaker 4 (33:47):
And so there's.
Speaker 6 (33:48):
Various elements that I think, Actually, if you look at
the portfolio of success, if you will, but it's really
important to make sure that you're headed towards what success
is for you. And it's interesting just this notion of
success and failure. I do believe that we live in
a very binary world. Actually, my personal wise statement is
(34:08):
to help create a world of and not or, because
I think things are very pitted.
Speaker 4 (34:13):
Against each other.
Speaker 6 (34:14):
I even mean experiencing multiple emotions at one time. We
are very complex individuals. But if you go back to
success again, I'll use myself as an example, so it's
not a hypothetical. What was really important to me when
I found this work and the value of fear was
focusing on it, was trying to find a way to
(34:34):
get it out in the world and At first, I
actually tried a podcast and that failed, if you will.
Then I tried building a training program for police, and
I partnered with a police policeman for two years, and
for varying reasons, that didn't take off. I never intended
to write a book, but it turns out that's the
form that it wanted to be. If I was defined
(34:57):
by my air quote failures, I might have given up
not explored that. But success to me was actually following
my passion, and I knew that I was passionate about this,
so I could be open to what form it was
meant to be in.
Speaker 2 (35:10):
You know, it's so interesting me because I think that
and again I hate the expression whish have no fear,
as you were talking about, we have to understand really
what the value of fear is because I remember early
in my career that I was afraid I wasn't going
to support my family. So I had I was a
sales rep at the time, and I had a picture
of my family on my desk and that really motivated
(35:32):
me to pick up the phone and make some phone
calls to try to get some business. Because I was
a friend, I wasn't paying the mortgage. That's not necessarily
a bad thing.
Speaker 4 (35:39):
No, definitely, it was showing you. It was it was
showing me that you wanted to show up and take
that job seriously. Probably you were going to be on time.
You wanted to challenge you. I mean, just as I
did with this asaurus.
Speaker 6 (35:49):
Maybe you thought about how you were pitching people, how
you were relating to people.
Speaker 4 (35:53):
It probably made sure that you were present. It's really
I don't.
Speaker 6 (35:56):
Think anything is showing like if you have a direct
line to here, in tuition, you're getting messages on where
you want to grow. That's your gut, right, even when
it doesn't make sense on paper, Your gut knows at
times your fear is showing you exactly where you want
to go by trying to scare.
Speaker 4 (36:11):
You away from it.
Speaker 6 (36:12):
Because fear is pretty ironic, but its entire job is
to protect us from a rational perspective. That's our survival
from an irrational perspective. The current version of yourself, Your
fear knows how to protect you as the second you grow,
your fear has to learn who you are and learn
how to protect you there. And fear doesn't like doesn't
(36:33):
like extra work. But so if we could start to
see fear with irony, and it.
Speaker 4 (36:38):
Took I realized this is hard, it's scary. I get that.
Speaker 6 (36:42):
But over the years now when my fear comes up,
I can kind of tilt my eyebrow at it and say,
what are you doing here?
Speaker 4 (36:49):
Like why are you showing up to? What are you
here to show me?
Speaker 2 (36:53):
You know, it's interesting to me because I was a
motivational speaker for a lot of years and people always
talked about, you know, the butterflies to get in your
stomach before you go on stage. And I think it
was Andrew Carnegie or somebody else that says, you know,
we can't make those butterflies go away, we just have
to teach them the flying formation. And I think that's a
lot about that's a lot about what fear is like.
(37:14):
And I always feel especially good when I have fear
and nothing. I'm able to conquer it, but I'm able
to have it go along for.
Speaker 6 (37:21):
The ride, absolutely, And so I think let's go back
to binary. Fear and courage are seen as two totally
different things. I actually think what separates them as a hairline.
Speaker 2 (37:30):
Breast right, you can have courage if you don't have fear.
Speaker 6 (37:34):
Every if you look back at every courageous decision you've
made in your life. I can almost guarantee you that
the moment before you step into your courage, you are
in fear. Your fear is the inhale where you're holding
your breath, you're sitting tight, and your courage is where
you exhale and move into it. Those are two sides
of the same coin, that is wholeness.
Speaker 4 (37:54):
But they've been pitted against each other.
Speaker 6 (37:57):
So people that have an unhealthy relationship with their fear
courage seems like a week away. It's actually fear is
showing us where to apply our courage. So the more
that we can be with it, the more that we
can understand what it's showing us, we can actually close
the gap between fear and courage.
Speaker 4 (38:13):
So it's something we can just step into.
Speaker 2 (38:15):
Well, I just want to update everyone. My assistant handed
me the quote of everything you ever want is on
the other side of fear is usually attribute to Jack Canfield,
but actually was said by Georgia A. Dare who I
don't know who George is, but George, thanks for coming
up with that quote because I really I really like it. Grin,
I really appreciate you joining the show. The title of
the book is called Unmasking Fear. How fears are our
(38:37):
gateways to freedom? Where can people catch up with you?
Speaker 6 (38:41):
Yeah, so I'm on LinkedIn, I'm on Instagram under Unmasking Fear.
I'm actually I'm trying to reframe this so it's really
advocates for fear.
Speaker 4 (38:52):
This is I actually.
Speaker 6 (38:53):
Think that this is the fear, as we've said, was
kind of being used to divide us.
Speaker 4 (38:58):
What my work has shown me is we all have
the same fear.
Speaker 6 (39:02):
So I actually think nothing, especially at this time, nothing
can unite us more than understanding our fears.
Speaker 4 (39:08):
So I look forward to continuing conversations.
Speaker 2 (39:11):
Alberson Geran, thanks for joining us, and I want to
thank everyone for joining this week's radio show. Remember love everyone,
trust a few, and pale your own canoe. Have a
profitable and passionate week.
Speaker 1 (39:24):
You can find Barrymoltz on the web at Barrymolts dot com.
For more episodes of Small Business Radio at small Business
radioshow dot com.
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