Messages In This Digest (5 Messages)
- 1.
- A Checklist to Properly Document Your Meals and Entertainment Expens From: articleannounce
- 2.
- Culture and Collusion- Condoning Corporate Anarchy (Part Two) From: articleannounce
- 3.
- Pitching Yourself To Bloggers From: Penny Sansevieri
- 4.
- Finding Out Who Really Owns Your Internet Business From: Steve Phoenix
- 5.
- Coaching Skills Training: Key Skills: Active Listening From: articleannounce
Messages
- 1.
-
A Checklist to Properly Document Your Meals and Entertainment Expens
Posted by: "articleannounce" articles@submityourarticle.com articleannounce
Thu Jun 19, 2008 5:24 pm (PDT)
You have permission to publish this article electronically
or in print, free of charge, as long as the bylines are
included. A courtesy copy of your publication would be
appreciated - send to CS@provisionwealth.com .
Title: A Checklist to Properly Document Your Meals and Entertainment Expenses
Word Count: 600
Author: Tom Wheelwright
Email: CS@provisionwealth.com
Category: Business - General
Article URL: http://www.submityourarticle. com/articles/ easypublish. php?art_id= 34885
The article is preformatted to 60CPL.
A Checklist to Properly Document Your Meals and Entertainment Expenses
One thing you can always count on during an audit is a
request for documentation supporting meals and
entertainment expenses. The IRS has found that these
expenses are heavily abused and are an easy way to generate
additional tax revenue, not to mention additional revenue
from penalties and interest.
You don't have to spend a lot of time reading tax cases to
find one where meals and entertainment expenses were
disallowed specifically because of improper documentation.
*Here are a few examples from recent cases:
The taxpayer's business meal expenses did not satisfy the
substantiation requirements because they did not include
the taxpayer's relationship to the parties involved or
specify the business purposes of the meals.
The taxpayer's meals and entertainment deductions were
disallowed because the taxpayer couldn't provide anything
to tie the deductions to specific copies of receipts,
checks, or other documents. Plus, in the few records the
taxpayer did provide, there were duplications and other
irregularities in the records making them unreliable
altogether.
A spreadsheet listing the numbers the taxpayer put on his
return was insufficient to substantiate or use to
reconstruct business expenses for meals and entertainment.
This means that even if a meal or entertainment expense is
perfectly legitimate, it can be disallowed if the
documentation is not proper!
How to Protect Your Meals and Entertainment Expenses:
In my teachings, I dedicate an entire session to Travel,
Meals and Entertainment. One of the strategies I share is
how to use the IRS rules to make money on your meals and
entertainment by turning your current non-deductible
expenses into legal tax deductions. One of the key parts
to making this strategy work is protecting your meals and
entertainment deductions by keeping proper documentation.
Use this short checklist for all of your meals and
entertainment expenses and your deductions will be well
protected:
____ Amount of each separate expense
____ Date of expense
____ Location of expense
____ Business purpose of expense
____ Names and business relationship of the people involved
It may seem like quite a bit for each and every meal and
entertainment expense, but here are a few ways to make this
process very simple:
Get a receipt! The first 3 items - amount, date and
location - are usually printed on the receipt. Then simply
write the remaining 2 items - business purpose, names and
business relationship on the receipt.
I always recommend scanning your receipts so you have an
electronic copy. Many receipts tend to fade in just a year
so your documentation could disappear! A scanned copy
won't fade and can help reduce the clutter of receipts.
If you don't get a receipt, then document all of the items
listed above (either write them down or type them up) and
then attach support for the payment. Here are a few
examples:
If you paid by check, attach a copy of the check and your
bank statement showing it cleared your bank account.
If you paid by debit or credit card, attach a copy of your
bank or credit card statement showing the debit or charge.
If you paid by cash, try your best to get a receipt!
Otherwise, make sure your documentation is precise and make
sure a very small percentage of your expenses fall into
this category of paid by cash and no receipt.
**Important Tip!
Don't force it! If a meal or entertainment expense doesn't
meet the business purpose requirement because it was a
personal expense, then don't deduct it. If the IRS finds
personal expenses being deducted, then all of your other
expenses will be heavily scrutinized, putting your
legitimate deductions at risk for the slightest reason.
About the Author:
Tom Wheelwright is not only the founder and CEO of
Provision, but he is the creative force behind Provision
Wealth Strategists. In addition to his management
responsibilities, Tom likes to coach clients on wealth,
business, and tax strategies. Along with his frequent
seminars on these strategies, Tom is an adjunct professor
in the Masters of Tax program at Arizona State University.
For more information please visit
http://www.provisionwealth.com
----------
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- 2.
-
Culture and Collusion- Condoning Corporate Anarchy (Part Two)
Posted by: "articleannounce" articles@submityourarticle.com articleannounce
Fri Jun 20, 2008 8:36 am (PDT)
You have permission to publish this article electronically
or in print, free of charge, as long as the bylines are
included. A courtesy copy of your publication would be
appreciated - send to lfb@brashconsulting.com.au .
Title: Culture and Collusion- Condoning Corporate Anarchy (Part Two)
Word Count: 1221
Author: Leanne Faraday Brash
Email: lfb@brashconsulting.com.au
Category: Business - General
Article URL: http://www.submityourarticle. com/articles/ easypublish. php?art_id= 34776
The article is preformatted to 60CPL.
Culture and Collusion- Condoning Corporate Anarchy (Part Two)
Culture is ubiquitously defined as "the way things are done
around here". Note the distinction between how things are
done and official mantra, company rhetoric, policy and
even, relevant instruments of law. It's what we do and
allow others to do that says more about who we are and what
matters than any elegant vision and values statement
sitting behind perspex in board rooms with marble and fresh
flowers everywhere.
I would characterise organisational culture more pointedly.
I would rather define culture as what we are and aren't
prepared to put up with. It is when we are tested that one
understands the true character of both a person and an
enterprise. Jan Carlsson, former CEO of the Swedish
International Airline referred famously to watershed
moments in customer service as "moments of truth".
Organisations face "moments of truth" in the context of
culture. Behaviour that is committed (when it didn't have
to be) is one moment of truth. Bad behaviour called once
it's committed says something about the integrity of people
who won't sit by and watch bad stuff perpetrated. But the
third and very telling moment of truth is when behaviour is
consequenced.
At the risk of appearing to be name dropping (shamelessly
and sorry, without names) I was doing coffee with an AFL
Football Club president some time back when he politely
excused himself to take a call following "Mad Monday". He
was particularly interested in whether or not anything was
likely to blow up in the media that could cause anguish for
the Club. When assured by the senior player who'd rung him
that nothing untoward happened, I heard my coffee companion
ask why. The simple answer coming back was "because we
knew there was no way (Coach) would wear it". If clear and
reasonable boundaries of behaviour are set in a healthy
culture where people are committed to the team, it's vision
and are protective of brand, most if not all can be relied
on to do the right thing.
Having said that, many if not all of us have had a sudden
rush of blood to the head and said or done something we
wished we could take back. But when we do step over the
line, is that behaviour called? Religious dogma would
suggest that if we witness and don't act, it is as if we
committed the act ourselves. It is not just when we're
young and at school that others drop their gaze, shift
uncomfortably in their seats, laugh nervously for fear of
being next; sheepishly and tacitly condoning aggressive or
ridiculing behaviour. It is undoubtedly happening in a
boardroom somewhere near us all right now.
Have you ever wondered about corrupt business practices?
Do those who do never get witnessed by those who don't.
Unlikely. How does a crooked cop, (and I believe they are
in the overwhelming minority), a drug-addled athlete or a
defiant trading floor sharebroker keep doing what they're
doing and remain part of an insidious in-crowd? At the
risk of sounding naive, how shameful to think that supposed
cleanskins working in corrupt environments sit by
apathetically, or gutlessly and turn a blind eye to shonky
practices, intimidation of others or smear campaigns. And
if fear of retaliation is the reason, how reprehensible to
think that anyone might work in such a climate of fear that
speaking up could result in harm to themselves or their
families? Something or someone has undoubtedly failed them.
But potential dramatic and life threatening consequences
for speaking out are not the common condition. In many
situations there will be those bystanders who unreservedly
disapprove but hold anti-dobbing policy as sacrosanct as
ethical business practice or clean policing.
How many of us come forward when push comes to shove?
According to the magistrate who heard the case, certainly
not the bus driver (who "could have done more") or other
members of the drunken group of Ocean Grove footballers
watching a mate torment an orthodox Jew walking down the
street with his two small children; not former Amcor
executives listening to others talking about Nazis and gas
chambers and how Hitler should have done a better job; not
staff of the West Coast Football Club who counselled and
cajoled errant players but evoked no consequences until it
was too late. And why? Because Cousins was a demigod and
only mere mortals have substance use problems.
And what of behaviour consequenced? The Amcor Board took
decisive action and sacked several of its executives in the
wake of the price fixing allegations that emerged in 2004.
Christine Nixon attempted to do that months ago when she
sought powers to suspend and/or dismiss police over serious
matters and still some police members cried foul and still
the Police Association defended them to the death. What
does someone have to do in this country before an
organisation can cut the tangled parachute for the sake of
others? The smear campaign against Janet Mitchell, former
Police Association President eventually wore her down and
ran her out of town. Ultimately the OPI will determine
whether or not the infamous Kit Walker affair and the
defamatory emails allegedly sent by someone in the
Association are worthy of further scrutiny or punishment
but what about the casualties of war along the way
including organisational brand and public confidence? Why
should thousands of other dedicated and decent sworn and
unsworn staff of Victoria Police have to pay a price?
In an era where companies are obsessing (yes, right word)
about how to hold on to good people, why give them the
cringe factor about their employer as collateral damage?
What does scandal, corruption and poor culture mean for the
collective esteem of those who work in an organisation
where bullies, sociopaths, misogynists, bigots and
narcissists rule the roost either formally or informally.
What respect exists for senior managers who may not
perpetrate such examples of bad behaviour but effectively
condone it because the perpetrators are popular and
charismatic, opinion leaders or money makers or
well-connected to the right people and therefore become
Teflon-coated?
It is imperative in a civilised democracy country like ours
that there are laws and regulations that obstruct
impassioned managers wishing to jump the gun on process and
punish or exit staff without the punishment fitting the
crime or worse still, where no 'crime' was committed. Thus
the means to uphold the principles of natural justice must
be fundamental to any workplace relations regime. The
system must make it difficult to do the wrong thing but if
we are going to jealously guard good culture, it must not
be almost impossible to do the right thing. Undoubtedly
many organisations make brave decisions every day about
what they will or won't put up with. The context in which
they operate must support that and where an employee can
always cite custom and practice as a reason why things
shouldn't change, ethical management will draw a new line
in the sand, ensure everyone can see it and demand that
everyone respect it or expect to face the consequences. A
Spanish proverb notes that every cask smells of the wine it
contains. We will inevitably be judged by the company we
keep and what we condone and reward in the people that work
in our companies. © Leanne Faraday-Brash
About the Author:
Leanne Faraday-Brash is an organisational psychologist,
Principal of Brash Consulting and co-founder of the
Workplace Justice Consortium
Visit her websites at http://www.brashconsulting.com. au
http://www.workplacejustice. com.au
----------
This article is distributed on behalf of the author by http://SubmitYOURArticle.com
SubmitYOURArticle.com is a trading name of Takanomi Limited.
Takanomi Limited is a limited company registered in England and Wales.
Registered number: 5629683. Registered office: 31 St Saviourgate, York YO1 8NQ.
Full contact details are at http://takanomi.com
----------
- 3.
-
Pitching Yourself To Bloggers
Posted by: "Penny Sansevieri" distribution@isnare.com articles_isnare
Fri Jun 20, 2008 10:13 am (PDT)
This is a free-reprint article written by:
Penny Sansevieri
==================
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Title: Pitching Yourself To Bloggers
Author: Penny Sansevieri
Word Count: 753
URL: http://www.isnare.com/?aid= 235902&ca= Internet
Format: 64cpl
Author Contact: http://www.isnare.com/eta.php? aid=235902
Easy Publish Tool: http://www.isnare.com/html. php?aid=235902
================== ARTICLE START ============ ======
If you're trying to pitch yourself to bloggers you may have
found the dead silence at the end of your email exchange. Why?
Well, let's face it. The top bloggers in any market probably get
a ton of email. Most of it fairly useless. I know this for a
fact because I get pitched all the time for reviews, interviews,
all sorts of things. Ninety-percent of the emails are useless
form letters, ninety-nine percent of the pitches are from people
who don't even read my blog.
In a world where bloggers are quickly replacing media it's
amazing to me that pro-media pitchers don't get that regardless
of the person you're pitching, the same rules still apply. Let's
do a quick run through in case you're unsure.
1) Customize, customize, customize: I delete every email that
starts off with Dear Sir or Madam. First off, I hate the term
"madam" and second, my picture is posted right on my site. If
you can't tell from my photograph what sex I am we have bigger
problems than a generalized pitch.
2) Personalize: ok, I know this is repetitive but let me
clarify: personalize the pitch. Talk about their blog, a recent
posting, how long you've been reading. Now don't gush on and on
like you would brag about Junior's first baby steps, but show
that you know who the blogger is and what they blog about is
important. We love it when you read our stuff and when you tell
us what we talk about, we love that even more.
3) KISS: Keep it simple. Very simple, short and sweet. Don't
meander on through pages and pages of your pitch. If I have to
scroll through an email to find the point of your message I
probably won't read it. State your goals right up front, in the
first paragraph. Don't bury your reason for targeting them
somewhere in paragraph four. Chances are the email will hit the
trash bin before the reader hits paragraph four.
4) Don't be a stalker: if you haven't gotten a response from
the blogger there's probably a reason. They are either too busy,
haven't gotten to it, filed it away for later or aren't
interested. Yes, you're allowed to follow up, but only once. Any
more follow ups and you become a pest. No one likes a pest.
5) WIIFM: don't forget the "what's in it for me" factor. What's
in it for the blogger? Hint: bloggers love scoop and exclusivity
so if you have someone no one else does, by all means tell them.
If there's another reason for sharing this with them then by all
means tell them.
6) Figure out what you want: See #5, keep it simple but also
don't just email a blogger with a "whatever you're willing to
do" type of message. Ask for what you want, if it works for the
blogger and if your pitch is good it's likely you'll get it.
7) Don't send attachments unless you're asked to. I don't think
this needs any further clarification but keep in mind: unless
someone says "Yes, please send me more info" don't load their
inbox with attachments. Not only is it rude but I've found that
attachments often end up in my spam filter where they stay until
the spam filter is emptied, often without even seeing the email
or associated documentation.
8) Mention your blog: bloggers love other bloggers. Let them
know you have a blog, include a link to it, possibly even to a
recent post they might be interested in.
9) Add a link: bloggers love incoming links. If you're pitching
particular bloggers you should have a link to their blog on your
site. No exceptions.
10) Ask good questions: if you're pitching a blogger for an
interview but they don't do interviews you've just wasted a
valuable communication. Don't assume that because you contact
them about an interview: "I know you don't do interviews" that
they will make an exception for you.
Remember that much like pitching the media, it's all about
relationships. The more you can cultivate relationships with
bloggers, the better your online campaign will be. Also,
consider that future campaigns will also be affected by
relationships you build now. Media may come and go but bloggers
tend to own their market and stay put, having a solid contact is
always a good place to start. Regardless of the campaign.
About The Author: Penny C. Sansevieri, CEO and founder of
Author Marketing Experts, Inc., is a book marketing and media
relations expert whose company has developed some of the most
cutting-edge book marketing campaigns. Visit
http://www.amarketingexpert. com.
Please use the HTML version of this article at:
http://www.isnare.com/html. php?aid=235902
================== ARTICLE END ============ ======
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- 4.
-
Finding Out Who Really Owns Your Internet Business
Posted by: "Steve Phoenix" distribution@isnare.com articles_isnare
Fri Jun 20, 2008 1:13 pm (PDT)
This is a free-reprint article written by:
Steve Phoenix
==================
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- You are not allowed to post/reprint this article in any
sites/publications that contains or supports hate, violence,
porn and warez or any indecent and illegal sites/publications.
- You are not allowed to use this article in UCE (Unsolicited
Commercial Email) or SPAM. This article MUST be distributed in
an opt-in email list only.
- If you distribute this article in an ezine or newsletter, we
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MUST be set to hyperlinks and we ask that you send a copy of the
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==================
Title: Finding Out Who Really Owns Your Internet Business
Author: Steve Phoenix
Word Count: 511
URL: http://www.isnare.com/?aid= 236061&ca= Internet
Format: 64cpl
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Easy Publish Tool: http://www.isnare.com/html. php?aid=236061
================== ARTICLE START ============ ======
Every internet business owner loves the idea of owning their
own business, but after a while it may become apparent that
although their name is on the door and they are accountable for
every legal aspect of the internet business, they may not be the
actual owner. Whether you have accepted a business offer from an
online customer, bought into a franchise or accepted investments
from friends or relatives, the ownership or your internet
business may be filled with some wrinkles.
In the internet business world, you have probably seen the
offers to sign up with a company to run your own internet
business. Even though your name or the name of your business
will be on the website, it is still owned by the main company.
You are nothing more than a distributor for their products or
services and without choice are following their internet
business model, selling their products at pre-set prices and
earning what the company says you are going to earn.
That is not to say it is a bad thing, but many people who join
these companies delude themselves into thinking they are
business owners. You will not be able to make any changes on the
website, nor will you be able to sell anything that is not from
the main company and in a majority of these internet businesses
you will not be allowed to adjust pricing. The only thing you
can control is how much money you spend on marketing this new
online venture.
Franchising in an excellent way to open a business, whether
brick and mortar or strictly online, but it presents a similar
situation for the franchise owner. Fess will be charged to take
advantage of any national advertising campaigns and you are
restricted to using only products bought from them or their
authorized distributors.
Funding for a new business can be difficult, with few choices
available now that most financial institutions are scared of
internet business ventures. If you have managed to save money
over several years to fund your own start-up internet business
and accept money from no outside sources, then you are truly the
business owner. If you take money from investors, they may
believe they have a say in how the business operates as they
want to protect their investment and if you max out your credit
cards to fund your new internet business, then it is owned
jointly by you and the credit card companies.
One mistake many new internet business owners make is asking
for loans from family members to get their business up and
running. While it may seem like a good idea at the time,
conversation at holiday gatherings will go in the same direction
as the business. If business is good and everyone is making some
money from their investments then holiday meals can be a happy
and fun time. Conversely, if things are not going as well as
expected, politics may not be the only thing discussed at the
family Thanksgiving meal.
About The Author: Steve Phoenix is owner of
http://YourSafetyPlan.net and writes on a variety of subjects.
To learn more about this topic Steve recommends you visit:
http://www.yoursafetyplan.net
Please use the HTML version of this article at:
http://www.isnare.com/html. php?aid=236061
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- 5.
-
Coaching Skills Training: Key Skills: Active Listening
Posted by: "articleannounce" articles@submityourarticle.com articleannounce
Fri Jun 20, 2008 1:24 pm (PDT)
You have permission to publish this article electronically
or in print, free of charge, as long as the bylines are
included. A courtesy copy of your publication would be
appreciated - send to matt@mattsomers.com .
Title: Coaching Skills Training: Key Skills: Active Listening
Word Count: 475
Author: Matt Somers
Email: matt@mattsomers.com
Category: Business - General
Article URL: http://www.submityourarticle. com/articles/ easypublish. php?art_id= 34288
The article is preformatted to 60CPL.
Coaching Skills Training: Key Skills: Active Listening
If we're going to put so much effort into framing coaching
questions in the right way then it follows that we should
be equally concerned with really listening to the responses
we get. We need to employ the skill of active listening.
Listening happens at 3 levels:
Active
Conversational
Superficial
The bottom level, Superficial, is what we do when we're
hearing but not listening. We might have a conversation at
a party trying to take an interest in what another guest is
saying but really having our attention elsewhere, perhaps
on some other conversation we suspect would be far more
interesting.
The problem is that we are only hearing what the other
guest is saying, not listening, so we often get confused,
lose track of the conversation or end up having to ask them
to repeat what they just said.
In a coaching session this would be extremely damaging. If
we're only hearing superficially because our mind is
elsewhere, it will be reflected in our body language and
the person being coached will know immediately. This will
destroy any trust in the coaching relationship and make it
unlikely that the coaching will result in any useful
outcome.
The next level, Conversational, is the sort of listening
that most of us do most of the time. In conversational
listening, we listen while our partners talk and vice
versa. However the danger here is that while the other
person is talking, we are concentrating on making our next
point, rather than truly focusing on what the other person
is saying.
This is quite a challenge when you start coaching, as it
can be hard to keep the questions flowing when you're not
used to it. It's better to pause and think of the next
question when the person's finished speaking rather than
dwell on it when they are in full flow.
We must also watch out for the habit of finishing other
people's sentences for them. Invariably we do not pick the
words they would have chosen for themselves and all we've
ended up doing is disrupting the flow of their thinking and
making them feel hurried.
So we need to work hard to reach the top level, Active
Listening. Put simply active listening is about clearing
our minds of all other distractions and really tuning in to
what the other person is saying with as much focus as we
can muster. This is easier said than done and takes a lot
of time and practise to develop but is well worth the
effort.
On a practical level it means we should try not to coach
when we're in a hurry or preoccupied with something else.
Neither should we run a coaching session in a noisy
environment or one that is likely to get to hot or too
cold. It's impossible to actively listen in such
circumstances.
About the Author:
Matt Somers is a coaching practitioner of many years'
experience. He works with a host of clients in North East
England where his firm is based and throughout the UK and
Europe. Matt understands that people are working with their
true potential locked away. He shows how coaching provides
a simple yet elegant key to this lock. His popular
mini-guide "Coaching for an Easier Life" is available FREE
at http://www.mattsomers.com
----------
This article is distributed on behalf of the author by http://SubmitYOURArticle.com
SubmitYOURArticle.com is a trading name of Takanomi Limited.
Takanomi Limited is a limited company registered in England and Wales.
Registered number: 5629683. Registered office: 31 St Saviourgate, York YO1 8NQ.
Full contact details are at http://takanomi.com
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