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Business lessons from the sport of orienteering

by Joe Domaleski | Apr 11, 2023 | Blog, Business, Columnists, Community, News Center, Opinion

This past Saturday, my wife Mary Catherine and I participated in an orienteering meet at Chattahoochee Bend State Park. Despite the torrential downpour, waterlogged flood plains, and cold wind, we managed to find all of our control points. We were out there for quite a while, but we eventually finished the course. Many people who had signed up for the event did not show up, and many who did show up failed to complete the course. On the drive back home, I reflected on the similarities between orienteering and running a business.

Orienteering is a competitive sport that involves using a map and compass to navigate through an unfamiliar terrain, such as a forest or wilderness area. The objective of orienteering is to find a series of control points marked on the map and placed on the ground in the field, in the correct order, and as quickly as possible. Participants are required to use their navigation skills to find their way through the course, which may involve crossing rough terrain, waterways, and other obstacles. Orienteering requires a combination of physical fitness, navigation skills, and strategic planning.

Mary Catherine & Joe Domaleski compete in an orienteering meet at Chattachooche Bend State Park on 4/8/23. Photo/Joe Domaleski

On a whim, I signed up for an orienteering meet last year. I’ve always enjoyed using a map and compass, a skill I first learned in scouting as a teenager. When I was in the Army, we did a lot of military land navigation with a map and compass. But now, I’m middle-aged and it had been years since I had picked up a map and compass. The orienteering meet was a blast, and I was surprised at how quickly the navigation skills came back to me. When I came home from the meet, I told Mary Catherine she’d have to try it out with me. Now, we’re both hooked and have spent the past year enjoying orienteering meets on the weekends with the Georgia Orienteering Club. In order to give you a taste of the sport, here’s a short video we made while orienteering out at Panola Mountain State Park a few weeks ago.

Orienteering is a lot like trail running and fast hiking, but instead of following a trail, you get to blaze your own path. Indeed, there are a lot of similarities between the sport of orienteering and running a business. Here are some business lessons you can learn from the sport of orienteering:

Navigation and Planning: In both orienteering and business, success often depends on effective navigation and planning. In orienteering, participants must use a map and compass to find their way through unfamiliar terrain, while in business, leaders must navigate through complex markets and industries. Effective planning and navigation skills are critical in both activities to reach the desired outcome.
Decision-making and Adaptability: Orienteering and business both require quick decision-making and adaptability. In orienteering, athletes must make quick decisions about the best route to take to reach the next control point, while in business, leaders must make decisions based on changing market conditions, customer needs, and internal factors. The ability to adapt and make quick decisions can determine the success of a runner or a business.
Perseverance and Resilience: Orienteering and business both require perseverance and resilience in the face of challenges. In orienteering, runners may encounter difficult terrain, weather conditions, and navigation errors. This past weekend at the Chattahoochee Bend meet was a good test of our perseverance, as we waded through floodplains in the cold rain. in business, leaders may face setbacks, financial challenges, and other obstacles. The ability to bounce back from these challenges is critical in both activities.
Teamwork and Communication: In orienteering and business, success often depends on effective teamwork and communication. In orienteering, runners may compete as part of a team, with each member playing a critical role in the group’s success. In business, effective communication and collaboration among team members can lead to more efficient decision-making and better outcomes. I’m fortunate that I have a great teammate at home and a great team at work.

If you like the outdoors and want to develop a skill that’s fun and useful, I can’t recommend orienteering highly enough. Each meet has courses for all skills levels, including first-timers. While you’re out on the course, you might also find similarities between orienteering and business leadership. Indeed, orienteering offers many lessons for running a business, as both activities require planning, adaptability, resilience, teamwork, and communication to achieve success.

[Joe Domaleski, a Fayette County resident for 25 years, is the owner of Country Fried Creative – an award-winning digital marketing agency located in Peachtree City. His company was the Fayette Chamber’s 2021 Small Business of the Year. Joe is a husband, father of three grown children, and proud Army veteran. He has an MBA from Georgia State University and enjoys sharing his perspectives drawing from thirty years of business leadership experience. ]

Springtime is a great time to deep clean and revitalize your business

by Joe Domaleski | Apr 4, 2023 | Blog, Business, Columnists, Community, News Center, Opinion

Happy Spring, everyone! As the days get longer and the weather gets warmer, it’s a great time to revitalize your business and give it a fresh start. The first quarter of the year is over, and it’s likely that you have a good grasp of what’s working and what’s not working in your business. Springtime is a perfect time to deep clean and revitalize your business.

Spring is literally and figuratively a season of growth, renewal, and change. It’s also a season central to many religious and cultural holidays and festivals. The concept of “spring cleaning” has its origins in Jewish Passover customs. Spring is also closely aligned with Christian Lent and Easter traditions. Historically speaking, spring cleaning was a way to deep clean homes from soot and grime left over from heating after a long winter.

I don’t know about you, but I feel more energized by the warmer spring temperatures and increased sunlight. While humans may not hibernate in the winter like bears, we do tend to be more sluggish. Spring tends to energize people, which can positively impact a business through greater productivity and sales. In our business, we’ve always used the springtime to announce new services, promote employees, and launch new marketing initiatives.

Here are some tips for deep cleaning and revitalizing your business this spring:

Review your goals and objectives: Take a look at the goals and objectives you set for your business at the beginning of the year. Have you made progress towards achieving them? If not, it may be time to reevaluate and make adjustments. Consider setting new goals or revising your existing ones to ensure they are aligned with the current state of your business. Get rid of those things that are not working and lean into the things that are. We’re doing that right now in our business by examining our service offerings and organizational structure.
Refresh your marketing: Your brand is the face of your business. Consider refreshing it to attract new customers and stand out in a crowded market. This can include updating your logo, website design, and marketing materials. Ensure that your branding reflects your business’s mission, values, and personality. Spring normally causes an uptick in consumer demand with increased spending. Take advantage of the seasonal uptick. In my business, we’re refreshing our marketing by announcing some new marketing campaigns that are closely aligned with the spring season.
Engage with your customers: Spring is a great time to reconnect with your customers. Consider reaching out to them through email marketing, social media, or in-person events. Engage with them by offering special promotions, asking for feedback, or hosting a customer appreciation event. This can help build loyalty and strengthen relationships with your customers. We recently did a spring “Country Fried Cookies” promotion in which we delivered homemade cookies to our customers.
Invest in your team: Your team is the backbone of your business. Consider investing in their growth and development. Offer training or educational opportunities, provide opportunities for team-building, or offer incentives for meeting or exceeding performance goals. This can help increase employee satisfaction, retention, and overall productivity. Our company recently announced an initiative for employees to pursue updated industry certifications. I believe in leading by example, so if you look at my LinkedIn page (feel free to connect with me), you’ll notice some updated certifications. Learning new things and updating my own knowledge base is essential.
Focus on health and well-being – Spring is not just a time for increased activity, but it should also be a time of rest and reflection. A spring break is just as important as spring cleaning. Taking a break from work can help reduce stress, improve mental health, and provide opportunities for personal renewal. Even if you don’t take a structured vacation, just getting outside can help recharge your energy levels. When the weather is nice, I’ll often take my office outside. If you’re on the phone with me and hear birds in the background – you’ll know my office is outside for the day.

Springtime affords a special time to deep clean and revitalize your business. Leaders, if you needed a sign to get started, then look outside and get motivated! Become a solar-powered business dynamo by reviewing your goals, refreshing your marketing, engaging with customers, investing in your team, and focusing on health. Doing so can help give your business a fresh start and set it up for growth and success for the remainder of the year. Use that springtime burst of motivation to your advantage.

How to network and make connections in the local community

by Joe Domaleski | Mar 28, 2023 | Blog, Business, Columnists, Community, News Center, Opinion

Recently, I was asked to share some of the things I did to start and grow a successful company that is now celebrating its 20th year in business. Without hesitation, I said that the ability to network and make in-person connections in the local community may be the single most important contributing factor to our success.

When we started the business in 2003, I sought the advice of others. A mentor of mine gave me two pieces of advice to help jumpstart my entrepreneurial efforts – join the Chamber of Commerce and volunteer with a non-profit or civic group. I did both, and I’m glad that I did. If your business or non-profit organization supports, serves, hires, solicits, or sells locally, then it’s essential that you know who’s in the community, and that they know who you are.

Networking allows you to meet like-minded people, identify those who can help you, find people you can help, and is one of the best ways to maintain a connection to what’s what and who’s who in the local community. Because of its size and sense of community, Fayette County is a great place to network and make connections.

Social media really didn’t exist as we know it in 2003, so most of my networking was, and continues to be, in person. I think the ability to stay connected via social media is a great way to maintain relationships once established. On the other hand, there’s nothing like making connections and friends in person.

I’ve been told that I seem to know everyone, and it’s true that I enjoy meeting new people. What follows is a laundry list of tips I’ve accumulated over the years that may help you network and make connections:

Remember to be genuine and authentic; people can “sense” a fake. Your goal is to help others – “what goes around comes around.”
Participate in activities/groups that are conducive to finding the networking opportunities you seek. Some groups are focused on learning, making contacts, service work, etc.
Find groups that work like you work – are people supportive of one another? What is the tone and temperament of the group?
Ask open-ended questions in conversations. Learn the who, what, where, when, and how.
If you join an organization, be willing to serve in that organization in some capacity. It’ll keep you visible and show people you care.
Become known as a “go-to” person that has solutions, not problems.
Be articulate about what you do and how you can help others. Be just as articulate when you ask others to help you. How can they help you?
Have a clear vision of what you do, for whom, and why. What makes what you do different from others?
Always follow up quickly and efficiently. Respect others’ time.
Don’t be afraid to ask for a favor.
Use connections you already have – clubs, organizations, neighbors, family, friends, Church, alumni associations, sports groups, etc.
Take advantage of local networking events – Chamber of Commerce, business events, presentations, mixers, socials, etc.
Image is everything! Make a positive impression – appearances do count. Conduct yourself with stature and authority, without being pompous.
Know when to end a networking discussion. Nobody likes a conversation that drags on past the point of effectiveness. Don’t be afraid to end the conversation when the time is right.
Be visible.
Always give a card and get a card. Write notes on the back of the cards you get.
Have fun; it’s contagious!

That last point is the most important one – have fun. The purpose of networking is to meet people, not make sales or get donations. If you meet enough people, relationships will naturally form, and that’s the way it should work. I know that some of you are introverted and don’t necessarily enjoy large groups of people. That’s perfectly fine; be authentic and meet people in a manner that’s more suited to you.

I’d like to give a shout-out to my friend Colin Martin, who has served as President and CEO of the Fayette Chamber for the past four and a half years. He’s an incredible networker, and our community is a better place because of his leadership and efforts to help people make connections. Unfortunately, Colin is leaving the Chamber at the end of this month to be closer to his family in Columbus, GA. Thanks for all you’ve done for our community, Colin.

Fortune favors the bold

by Joe Domaleski | Mar 21, 2023 | Blog, Business, Columnists, Community, News Center, Opinion

Last Friday was St. Patrick’s Day, the one day of the year when we all wear green and contemplate such profound topics as “luck.” But how does one cultivate luck in business? It’s a great question that has a pretty straightforward answer rooted in history. The Latin phrase “audentes fortuna iuvat” is most commonly translated as “fortune favors the bold.” Some say it was first uttered by the historical figure Pliny the Elder as he attempted to rescue people from the eruption of Mount Vesuvius in 79 AD. Other accounts attribute the phrase to the ancient Roman poet Virgil’s Aeneid, where the phrase is translated as “fortune helps those who dare.”

Regardless of its actual origin, the phrase is a well-known proverb that has been used for centuries to inspire and motivate people to take risks and seize opportunities. It implies that those who are bold and fearless in their actions will be rewarded with good fortune, while those who are too hesitant and cautious will miss out on opportunities for success. This concept is particularly applicable in business leadership, where taking bold and strategic risks can lead to substantial rewards.

In today’s competitive business landscape, leadership (and entrepreneurship in particular) requires a bold and strategic mindset. Leaders must be willing to take risks, challenge the status quo, and pursue innovative ideas in order to succeed. The most successful entrepreneurs are those who are willing to step outside their comfort zone and take bold actions that may be unpopular or unconventional.

Here are some examples of bold leadership in business:

Taking calculated risks: Business leaders who take calculated risks, based on thorough research and analysis, can make bold decisions that can lead to substantial rewards. They should be willing to take risks that have the potential to create positive change and growth for their organization.
Embracing innovation: Bold business leaders embrace innovation and are always looking for new and creative ways to improve their products, services, and processes. They are willing to challenge the status quo and disrupt traditional ways of doing things to stay ahead of the competition.
Setting ambitious goals: Business leaders who set ambitious goals for themselves and their team inspire a culture of excellence and continuous improvement. They are not afraid to set goals that may seem unattainable at first, but work tirelessly to achieve them.
Empowering their team: Bold leaders empower their team to take ownership of their work and make decisions that can drive the organization forward. They foster an environment of trust, collaboration, and open communication, allowing their team members to contribute to the organization’s success.
Making tough decisions: Sometimes, making bold decisions requires making tough choices. Bold leaders are not afraid to make difficult decisions, even if they are unpopular or challenging. They are decisive, and they do not hesitate to take action when necessary.

While bold leadership can lead to significant rewards and success, it can also have potential downsides. Some of the downsides of bold leadership in business include:

Increased risk: Bold leadership often involves taking calculated risks, but these risks can also carry potential downsides. The more significant the risks, the more potential there is for failure, financial loss, or damage to the company’s reputation.
Resistance to change: Bold leadership can involve shaking up established ways of doing things, which can be challenging for some team members. Resistance to change can lead to conflicts, lack of buy-in, and delays in implementing new strategies.
Overconfidence: Bold leaders can become overconfident in their abilities or the potential success of their strategies, which can lead to blind spots and missed opportunities. Overconfidence can also lead to neglecting critical details or failing to consider all relevant factors when making decisions.
Burnout: Bold leaders often work tirelessly to achieve their goals, which can lead to burnout and reduced productivity over time. If the leader is not careful to maintain their own physical and mental health, they can become less effective in their role.
Lack of stability: Bold leadership can create a fast-paced, dynamic environment, but it can also lead to instability if too many changes are made too quickly. This can result in a lack of consistency or continuity in the company’s operations, which can make it challenging for team members and stakeholders to keep up.

Overall, bold leadership requires a combination of vision, risk-taking, and action. The phrase “fortune favors the bold” is a timeless concept that remains relevant to the modern business leader. Taking bold risks and pursuing innovative ideas can lead to substantial rewards, but it requires careful planning and strategic thinking to ensure success. Aspiring entrepreneurs and business leaders should embrace this concept and be willing to take calculated risks in order to achieve success and make a lasting impact in their industry.

Do you want to create more luck for your business? Be a bold leader.

How much detail is enough detail?

by Joe Domaleski | Mar 14, 2023 | Blog, Business, Columnists, Community, News Center, Opinion

Managing an organization, team, or project almost always involves a fair number of details to consider and decisions to make. Whether you’re managing people or providing prompts to an Artificial Intelligence (AI) chatbot, it’s important to provide the right level of detail. Details matter. If you don’t have enough details, then there won’t be enough guidance to direct efforts to a desired result. If you have too many details, you may overload people and processes with complexity that prevents effective action.

Granularity refers to the size and scale of detail present in a set of data, instructions, or information. As the name suggests, granularity can be thought of like grains of sand. If you zoom in too close while on a beach, all you will see are individual grains of sand without knowing you’re on a beach. If you zoom out too far, you may think you’re looking at a beach but won’t be able to see the individual grains to know it’s sand. The ability to zoom in and out as needed is an important skill for any leader. Information overload, sometimes called “infobesity”, “infoxication”, or “information anxiety”, is a real problem in today’s modern society.

So, how much detail is enough detail? The short answer to that question is enough to get the job done, but not so much that it stifles creativity.

Here are some of the dangers of excessive detail a.k.a “Too Much Information (TMI)”:

Cognitive overload (brain fog) that creates anxiety and a depletion of willpower.
Processing overhead in which time and money resources are spent developing and managing details that don’t create value.
Reduction in agility to handle the unexpected.
Big picture “blurring” that obscures the meaning and purpose of activities.
Level of detail (LOD) bias in which someone erroneously assumes a greater level of detail means a greater overall value of those details.
Errors of omission in which non-essential data is described in too much detail at the expense of missing another more critical piece of information.
Winning the battle, but losing the war (“hollow victory”) in which all details are properly managed, but the overall goal is not attained.

If you’re a leader, I’m sure that last bullet point rings true: “We followed all of the instructions completely, but we still didn’t reach our goal” or “We did everything you told us, but it still didn’t work and it’s not our fault.”

The problems of not enough detail (ambiguity) are just as bad as too much detail. Here are some problems with ambiguity:

Poor time management to spend the right amount of time on important things.
Missing essential steps or tasks that prevent project completion.
Underfunding an endeavor because important details were not known.
Accountability issues when people didn’t know about something, so they don’t feel accountable for them.
“Blame game” when a person asserts that someone should have known about a detail even though it wasn’t specifically identified.
Exposing a project to unnecessary risk because all pertinent issues weren’t fully considered.
Lack of stakeholder support to start or finish something because there’s not enough detail to know what’s going on.

In computer science, GIGO means “Garbage In, Garbage Out”. It refers to the concept of flawed or incomplete inputs that lead to erroneous or problematic outputs. In like manner, the quality and quantity of inputs to a project team will directly affect the overall success of a project.

Let’s reconsider the initial question posed in this article, “how much detail is enough detail,” with a more complete answer. Here are some ways to ensure that you have the right amount of granularity and level of detail in your data points, project plans, and other information.

Always identify the purpose (or goal, vision, desired state, expected outcome) of a set of details. It’s essential for people to know what’s being described and why. It still amazes me that some people jump straight to the details without a clear purpose for the meaning of those details. Details must be associated with some worthwhile purpose or aim, or else they are meaningless (by definition).
Ensure that all deliverables are clearly identified. A deliverable is a tangible good or service that’s to be provided as part of a project. All stakeholders to a set of tasks need to know what is going to be produced by those tasks, such as reports, plans, documents, graphics, online systems, and so forth. Knowing what’s being created is an essential detail.
Identify all essential tasks or data points. It’s more important to at least identify the critical parts of a system than it is to get bogged down into too many details about each part. A missing step that prevents project completion is a fatal flaw, whereas the omission of a minor detail may not impact the project at all. Cover all the bases.
Provide additional details about things that matter or are likely to be the source of confusion. If you know that something is likely to need additional explanation, then go ahead and describe it in more detail than you would other things. Some things are self-explanatory, but many things aren’t. Understanding context, size, scope, shape, configuration, and other qualities will help in creating mutual understanding.
Leave off optional or non-essential details that are “nice to know” but not “need to know.” I’ve been personally guilty of providing too much detail about trivial items. Each level of detail adds to overall system complexity and the ensuing “brain fog.” If it’s non-essential, then leave it out.
Match the right level of detail to the right people and tasks. Some people crave details. Some people don’t want to be bothered by details. Details matter, but the amount of granularity should be tailored to the target audience. Be forewarned, some people don’t want to be bothered by details until the end of a project, and then they begin to get interested. When in doubt, document the details as they may come in handy later.
Where possible, quantify details numerically with a specific number or a range of numbers to answer the question, “how much” or “when.”
When needed, qualify details with information that provides clarity about its distinguishing features or essential parts.
Understand the cost of information and adjust accordingly. The value of information and details should exceed the cost to obtain them. If it takes $100 to identify a detail that’s only worth $1, then you’ve lost money. Be aware of information costs.
State all assumptions that are made when there’s a lack of clarity in essential information. Oftentimes, I’m asked to prepare a project proposal, but a prospective client won’t tell me the budget. It’s impossible to create a plan without a budget, so I have to state my budgetary assumptions based on experience and industry averages. Stating assumptions provides a basis for decision-making in the absence of specific guidance.
Finally, apply the test of a “reasonable person” to your level of detail. Would a reasonable person examine your level of detail and have enough information to make an informed decision or complete the tasks?

I love this quote about details:

It’s human nature to survive, to be average and do what you have to do to get by. That is normal. When you have something good happen, it’s the special people that can stay focused and keep paying attention to detail, working to get better and not being satisfied with what they have accomplished.

Coach nick saban

The ability to provide the right amount of granularity (level of detail) is an important skill in managing resources, projects, and people. Being detail-oriented ensures that enough is known about the particulars of something to reach a worthwhile goal. If you have too many details, then information overload and ‘brain fog’ sets in. A failure in having enough detail could put a project or conclusion at risk. Set your team up for success by making sure you have enough detail to get the job done, but not so much that it stifles creativity.

I take no pleasure in turning off someone’s website

by Joe Domaleski | Mar 7, 2023 | Blog, Business, Columnists, Community, News Center, Opinion

Cutting off someone’s service due to non-payment is one of those rarely needed, but often necessary business tasks and I really don’t enjoy it. This is not a skill they teach you in business school, nor is it something that I can easily delegate to someone else as the CEO of a small business. Frankly, it’s a means of last resort to get the customer’s attention and/or cut our business losses on services already rendered. I’m by no means perfect, but I do trust people. When someone signs a contract with our company, I assume they are going to fulfill their part which entails an exchange of consideration (something of value) – money. Although I’ve had formal training in business law, I’m not a lawyer so we won’t explore the legal issues of contracts in this article.

Recently I had to turn off the website of a local construction company. Despite a written contract, a paper trail of written correspondence, and phone notes with their office manager – nothing got their attention. Even though I wasn’t legally obligated to do so, as a means of last resort I sent a formal letter in the US Mail at the end of last year. I got no response. Not wanting to start the year off on a bad footing, I decided to take no action in January. We turned off the website in mid-February. It took the client about a week to figure out their site had been turned off.

The office manager reached out to us via phone thinking it was a technical issue. I handled the issue personally to let her know it was a disconnection due to non-payment. I politely reminded her of our past discussions and emails, which she acknowledged and said, “I’ll speak to the owners.” I told her that I’d send another email with specific terms for turning back on the website. What happened next caught me off guard.

When I eventually spoke with the owner on the phone, he completely transferred the blame to me. I won’t go over the entire 30-minute phone conversation, but the essence of it was that it was my fault. He admitted not reading the contract and even forgot he had a copy of it (despite me sending him one before the call). With a straight face, he pretty much told me that he didn’t have time for emails or to talk on the phone (he was the one who called me) – he just needed his website up. I told him we could have his site back up in 10 minutes if he agreed to the terms of restoration – which was paying for the services we had already provided. He balked at that saying it was my fault that I didn’t try to invoice him and collect earlier. Huh? We had invoiced him several times via email and through the mail. The call quickly devolved from there as he began to use foul language. I did raise my voice a little when that happened, although neither party yelled. So let me get this straight – he forgets about his contract, ignores all forms of communication from us, we turn off his website, and now it’s my fault. Yeah, right.

Last year, a similar thing happened with a prominent local attorney. When the attorney alleged that he had not been properly notified about his past-due invoices, I sent him a screenshot of a text message he sent me indicating that he was aware of the situation. The truth hurts. The attorney did not like the screenshot and the dialog quickly ended. Over the years I’ve learned to keep good records and notes.

One of my most interesting disconnections was for a long-standing client of mine who was engaged in engineering consulting. When economic times were good, he was one of my best clients. Due to some misfortunes in his business (we all have them), he lost some key employees and fell upon hard times. Thinking that our services were non-essential, he stopped paying us. I reached out to him offering to delay invoicing or renegotiate terms – he ignored those offers. Eventually, we disconnected his website – which caused further harm to his business. Folks, if you don’t have a website you’re invisible. I know that and it’s why I don’t like turning off websites. Every business needs a website. Eventually, my client came clean, apologized, and we negotiated mutually acceptable terms for reconnection.

Same client and it happened again this past fall. He called me on the phone requesting emergency support (while I was on vacation). I told him we could help, but that he needed to pay his past-due invoice. At this point, he was only one invoice past due. The client told me he had to get a new credit card, but that he should have it within a week and asked if I would go ahead and help him, knowing that he would pay soon. I trusted him and helped him (while on vacation – did I say that already?) We never got paid. All calls, text messages, and emails were ignored. After three months, I sent a notice of service cancellation and we disconnected his site. I still haven’t heard from him. Yes, I know the old adage, “Fool me once, shame on you. Fool me twice and shame on me.” Well folks, shame on me.

Don’t get the wrong impression about the frequency of service disconnections, because this doesn’t happen often. In over 20 years of business, I’ve probably had to disconnect less than 10 customers. That’s not bad, but even one disconnection is too many. No one likes a service disconnection – whether you’re the one being disconnected or you’re the one performing the disconnection. This is especially true of essential services like utilities. I maintain that a website is an essential “utility” for a business. So what can be done about situations like this? Here are some tips learned the hard way.

If you are the person behind in your bills, don’t ignore them. Attempt to renegotiate new payment terms. As someone who both pays out money and receives money for services, the attempt is appreciated. During the last recession, I had to swallow my pride and ask for grace on some of my financial obligations. In almost every case the other party was willing to work with me because I was willing to reach out and ask.
If you are the person trying to collect, make sure your notes are in order. Memories get very selective when it comes to money. The other party may try to get you to prove they owe you money. This becomes even more challenging when there’s a leadership change at your client’s company and they have no idea who you are.
Both parties should be polite. There’s no reason to utter profanities and pitch a fit. I’m shocked at how many so-called business leaders think they can act that way. It’s okay to disagree but do so professionally.
One of the trickiest things to handle is what I call “contract drift”. This is like scope creep on a project, but related to a business relationship that has drifted away from the original terms of a contract. Drift typically happens during long-standing business relationships in which neither party feels like a new contract or contract amendment is needed to document changes. Problems normally don’t happen until bills aren’t paid or there’s a leadership change. When in doubt, at least document changes in an email for future reference.
Keep your legal options open. If the size of the dispute is big enough, you may want legal advice. Good lawyers will advise you on when it’s right to take legal action and when you should just write off a bad deal. Not all disputes are worth fighting. I recently had to write off a large debt from a client at a national company that went out of business. I decided it wasn’t worth my time to wait in line with all of the other creditors as the courts decided how to dispose of my former client’s assets.
Most service disconnections do not end well for either party. If it gets to that point, both parties may feel trapped and like there are no options. If you’re the one trying to collect debts, expect the client to be defensive and in denial. They may try to transfer blame to you, as my clients did above in this article.
Some people are not rational. They do not care what’s in writing, they feel a certain way and expect you to feel that way too. “You should have known.” “That’s not fair.” “That’s not how I remembered it.” “I feel that I should have gotten such and such regardless of the contract.” You can try to sympathize without agreeing with what’s being said. Some people just want to be heard. After hearing them out, you may be surprised that they feel heard and then agree to whatever you’re proposing as a resolution.

About all else, don’t lose faith in humanity. Regardless of whether you’re the one who owes money or the one trying to collect, understand that some people are not going to work with you to resolve disputes. Let go of it. Yes, you’re feeling aggrieved, but realize not everyone is evil. Most people are good and trustworthy. Keep the moral high ground and move on. There’s a right way to end business relationships – always try to do the right thing.

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