WHEN I WAS A KID, MY older brother, Steve, asked if I wanted to play a card game called 52 pick-up.

When I said yes, he tossed a deck of playing cards on the floor and said, "Go pick 'em up." This small business column is my 52nd for the Herald-Tribune's Business Weekly. That's one year of tips and suggestions to help you operate and grow your business.

So, I'm throwing down my favorite 52 tips from the past year. Pick up the ones that work for you.

All small businesses have limited funds, some more limited than others, but limited, nonetheless. How you allocate those funds can make the difference between success and failure.

Without deep pockets, a critical mistake can be your last.

Ask the right questions and you'll get the right answers.

Be willing to compromise and make strategic trade-offs.

Don't be afraid to walk away from a bad deal.

Always know what your alternatives are.

Understand changing customer expectations and be customer-focused.

There are only so many plates you can spin before you have to hire someone else to spin a plate or two for you.

If you are the owner, CEO, or top person in your company, you should work your way out of every task/job that you are able to delegate. Your goal should be to get an acceptable replacement who will get the task done, even if it will be different than the way you would get 'er done.

As you grow, you should be working more on your business than in your business.

Most of the things on your To Do list are probably things you should not be doing.

Just because you can, doesn't mean you should.

Have you ever thought of creating a To Don't List -- a list that has all of those things you shouldn't do?

You should spend your time doing whatever advances your business.

Don't reinvent the wheel, just change the spokes. Just a small change to a proven strategy might make all the difference in the world.

Prioritize by doing first things first, and second things never. Always do the most important thing for your business first, and when that's done, the second one will become the first.

Count everything that's countable and then determine the most important metrics for your business, aka key performance indicators, or KPI.

Every business should develop its most important numbers. Measure them consistently and constantly.

Hire slow, fire fast.

Inspect what you expect from others.

"About right" now is better than exactly wrong later.

Hire smart rather than manage tough. You can't change people and shouldn't try.

Hire for attitude and train for skills.

Do the right things rather than do things right.

Be effective first, efficient second and solve the right problems.

To solve a problem, you have to be aware of the problem.

Learn how to know what you don't know. Easier done than said.

Nobody cares how much you know, until they know how much you care -- about them!

Create written goals. The "what" must have a "when." Write specific, achievable, worthy goals (the what) with realistic dates for accomplishment (the when).

Use divergent thinking to explore possibilities and convergent thinking to drill down.

Bet on the person with past successes in the industry.

Try to improve just a little, maybe just one thing, every day.

Your business will die. "When" is the big issue.


If this was a cake walk, everyone would do it.

Creating a business plan greatly increases your chances of succeeding in your business.

Develop the habit of doing those things that unsuccessful people don't do.

Hire the best you can -- they will always find a way to make you money.

Without profit, your business doesn't continue to be in business.

Cash flow is the life blood of your business. When you are out of cash (blood) your business is dead.

There is no talent needed to lose money. Anyone -- yes, absolutely anyone -- can start and run a losing business.

Hoping will not affect your profits.

Sooner is better than later, but later is better than never.

A manageable amount of debt can be your best friend.

A business without profits will eventually fail (when the cash runs out).

Being a slave to a losing business is hell!

Scaling a business might require you to take your eye off one ball and focus on another one. Can you do this without losing your momentum?

Do not bet the farm on a new location.

The entrepreneur is willing to take a calculated risk with his money and bet on his ability to take an idea to fruition as a successful product or service.

The entrepreneur will want to grow, grow, grow, and the professional manager will want to know, know, know.

Have a strategic plan in place, pivot as needed, and don't outstrip your cash flow.

Thanks for reading my column this past year. I hope you have benefited from my advice.
