Usually, reduced sales, poor cash flow and abysmal esprit de corps are just the symptoms of much deeper family issues within the company. You do this because no individual must be able to leave the room and say that you did not ask her or his opinion. This section covers how to save closely-held business issues affecting your enterprise's performance. These people are on the frontline talking daily with buyers, vendors and personnel. You understand that I'm not a large fan of credit advising. While they may mean no harm, circumstances will bias their assessments and interpretation of the financial records. You're probably under scrutiny from your board, and asking them about your enterprise's complications may intimidate you. Using this process, you classify each of your small company units and products into three categories such as money generators, money neutrals or cash sinks. This is to keep safe itself better in case you default. This person is your turnaround coach.

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