That’s why I think the last one, number 5, its the most important suggestions on the page.

You must consider absolutely everything that could go wrong, and your secondary paths out of a sticky situation should be plan well ahead before your initial plan was set into action.

You nailed this one. Your points are all so valid.

Having been in business for 15 years, we have had to deal with growth and slow downs several times.

Without looking at the big picture, and considering all aspects of your daily operations, your reputation can definitely suffer, if you take on too much, too fast.

And I can vouch for Cath’s advice on this one.

Sometimes when things are taking off, you don’t actually notice. I know that may sound strange, but when you’re at the eye of the storm, it can actually be deceptively still.

You’re too busy focusing inwardly to see the bigger picture. And that’s where you can suddenly find yourself with extra employees which were easily financed by a short term upsurge in trade, but after the initial storm, the upsurge has gone, but the extra employees haven’t.

So you have to be very careful about being able to spot sustainable business.

If it’s appropriate, I think it’s better to try and pursue contractual or fixed income work.

That way, it’s far easier to finance your fixed costs and be able to either cope with upsruges through over-time, or politely turn down the extra work.

You will find though that if you are good at what you do, people will wait.