It is interesting that I actually do not mention the word "cash" in this post at all. When it comes to making decsions, cash is usually an outcome of good decisions and having no cash is one of making bad decisions.
Here are my thoughts about making good decisions that produce some really good cash flow.
I want unwavering partner loyalty. What that means is that there is healthy debate, all inputs are heard and a decision is made. From that point on I should expect loyalty. Loyalty means support and a submission to the decisions made. Avoid the temptation to grumble or to think about sabotaging the implementation of any decision that was made regarding strategy or initiative.
If there is going to be any significant business change, the best way to see if that change is really understood, is to develop and distribute a position statement along with FAQs. It helps when everyone can stay on "message." with key strategies and decisions. Communication pieces that aid in the in the who, what, where and how the decisions were made can really clarify and focus responses to team members, clients and investors. Not sure this is the time to wing it or be "off message."
Keep the discussion going on a regular basis regarding the benefits of unity. I am not too sure you remember the game Red Rover, but essentially it describes what it means - no matter what the circumstances, that we hold our position on decisions made. If we do not have each others back, the team is weakened, a weakened team means a weakened firm and ultimately a diminished asset.
The idea is this - I need to understand that team members, aspiring to be highly effective and potent, want to believe in their leaders and their decisions. A high-funtioning team has this defining trend - they compete externally - not internally.
