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Would You Trade Long Work Hours for Increased Efficiency and Creativity?

This is not a trick question.

In the U.S., we know that hard work pays off. The more we work, the more successful we will become, or so we believe. Our culture encourages us to work more and rest less. As a business leader, you are used to working even harder than many of the people around you; heavy lays the crown and so forth. You go a hundred miles an hour at work, you give direction, you motivate and inspire others around you. When people ask you how you are, the answer generally includes “busy.” It rarely seems appropriate that you take a break.

But you must. Some of the most successful CEOs in the world are those who work normal hours and take time for pleasure and leisure.

Take time for yourself to stare into space. Read a newspaper or magazine. Take your wife or husband to dinner and a movie. Go for a walk. If you can, drive somewhere for a weekend getaway.

There is one rule, though. You should refrain from checking your Blackberry or iPhone for e-mails or take a business call “just for a minute.” If you must check these devices, try to set a specific time when you will do so, and impose a time limit on how long you can engage with your device. Try to take the break seriously, and you will reap the benefits.

Not only will your relationship benefit (who likes to be left at a dinner table for a business call?), but so will your efficiency level and creativity. You may not realize it, but a lot of the work you do is incredibly imaginative work. I am not talking about ad designs or billboard development. Management, business strategy development and finance all require a lot of creativity – especially when it comes to finding solutions to complex challenges.

Grant yourself a break and you will gain it back in no time through increased efficiency, focus and creativity.

Though any break is better than no break at all, I would prefer that you make relaxation a routine activity. Put it on your calendar and make it non-negotiable to the extent that you can. Most of us tend to compromise personal time before compromising any other activity. This is understandable, but know that your long-term health requires you to live a successful and balanced life.

How do you add balance to your work life?

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13 Fraud Prevention Tips

My last 13 posts have been specific tips designed to help you do a better job preventing fraud at your company. My hope is that by calling your attention to the variety of ways that people commit fraud and by sharing these anecdotes you’ll be proactive in putting in place checks and balances and sticking to the kind of no-nonsense fraud prevention policies that keep businesses healthy and safe.

Let this post serve as a reference for each of the 13 Fraud Prevention Tips I’ve offered, and please feel free to add your own.

1. If Someone Commits Fraud, Have Them Thrown in Jail

2. Leverage the Value of an Informal Fraud Policy

3. Fraud Prevention Tip: Keep Your Security Room Locked

4. Always Have Someone Double Check the Payroll

5. Change the Standard by Which You Check Your Transactions

6. Don’t Rehire People Who Steal From You – Seriously

7. Focus on Checks and Balances that are Rechecked and Rebalanced

8. Take All Shortages Seriously

9. Always Poke Around Your Books

10. Regularly Monitor and Review Monetary Trends

11. Match Your Purchase Orders Against Your Invoices Before Putting the Invoices in Your System

12. Think About the Financial Impact of Rare Events on Your Business

13. Trust Your Instincts

Someone asked me why I did so many posts on Fraud Prevention that they ran right out of March – Fraud Prevention Month – and all the way to the end of April. As I mentioned in my very first post about fraud this year, preventing fraud is a year-round process. You need to be vigilant all the time, building a system that is internally monitored – and that monitors the monitors.

Please let me know what your fraud stories are, what tips you’d add to my list and how you prevent fraud.

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Fraud Prevention Tip: Trust Your Instincts

Without trying to justify anyone’s overactive imagination and undue since of paranoia, I want to finish my series on fraud by providing you with one last fraud tip: trust your instincts.

That’s not a reason to go firing people without evidence, but if you think that something fishy is afoot, trust your instincts and investigate further. It’s your business – or at least it’s in your charge – and you don’t have to feel guilty about questioning processes, transactions or people.

I recall a manufacturing company in Columbia, SC that was making a dress line for an outlet mall chain. The president of the company had a nasty gambling habit and owed the mob several hundred thousand dollars from Atlantic City gambling debts (I was brought in because he took his eye off the ball). To pay his debt, he was operating some special sales on nights and weekends when the plant was closed. He would simply pull a truck right up to the warehouse, load merchandise onto it and sell it to the mob at a discount; they would apply that against his debt.

All of a sudden our shrinkage went way up, and I had to figure out what happened – but I couldn’t. To date he had been a good president, and he ran a tight ship. I couldn’t figure out what it was that was ravaging the shrinkage numbers, but something wasn’t sitting right with me, and even though it seemed dramatic, I had to trust my instincts. Thus, I hired a private detective to spy on the warehouse just in case there was something I was missing. I expected to find some miscellaneous and uncoordinated left that I was just otherwise missing, but what I learned was the magnitude of the operation going on behind my back.

As in all fraud cases, I’m glad I trusted my instincts and hired a private investigator. And that’s the advice I want to leave you with regarding fraud: trust your instincts.

Have you ever trusted your instincts only to find exactly what you feared? Have you not trusted your instincts to your detriment?

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Fraud Prevention Tip: Think About the Financial Impact of Rare Events on Your Business

The smoothest kind of scam – and one of the hardest to detect – is what I call an off-book transaction.

Just a For Instance

An off-book transaction most often happens because something rare occurs at your business. Let’s say, for instance and hopefully not, that there’s an extraordinary event like a fire or a theft, and you go to the insurance company claiming $25,000 in damages and loss.

All goes well (at least in this regard), and the check is sent.

The check could have been sent to any number of people’s desks, but as this is a particularly unusual event that involves insurance, the check is sent to the CFO’s desk. Now, the CFO takes the check and deposits it – not into the company’s normal account – but into an account at a different bank under your company’s name. There’s now $25,000 sitting in a bank account in your company’s name, but only the CFO knows its there to control and spend.

How can he get away with this?

These extraordinary non-recurring items are things that an auditor would never know missed the books. Nobody knows to look for what isn’t missing.

And this doesn’t just happen with insurance checks. Off-book fraud happens with rebates, SPIFs (Sale Performance Incentive Plans), or other money that is rare enough that accountants and auditors don’t know to check the books for it.

The Rebate Way

Consider the idea of a pre-purchased rebate. One large printing company I turned around used to buy a lot of paper. In fact, it bought millions of dollars in paper annually (millions is an understatement). So a new paper manufacturer comes along and says that if this printing company signs a contract with them that begins with a $100,000 paper purchase, the manufacturer will give a one million dollar signing bonus.

The details of this contract are only known by one person who also knows that the million dollars should be looked for in the books later. Since he’s the only one who knows and he accepts the check, he’s able to do exactly what the CFO mentioned above could do: deposit and control it. Auditors don’t know to look for it, so they never find it.

I caught this case because I felt compelled to review a contract that represented such a large percentage of expenditures, and I wanted to know more about the deal, but for every huge case that is inevitably caught there are ten other $10,000 deals that get missed.

If I’m around a company long enough for things happening on an annual cycle to recur then I’m more likely to catch these things, but if I’m not then it’s up to people at the top to alert the auditors (and more than one of them, mind you) to be on the lookout for rare, one time or merely annual occurrences that could be slipping the books.

The way I often catch off-book transactions is by noting what I’m told by staff must absolutely be done or absolutely not be done; I always investigate what must or must not happen to see if something unsavory is going on. A good bit of the time, it is.

A Smooth Insurance Scam

For instance, I had a controller who would intentionally overpay insurance premiums. He was writing, periodically, a check for $10,000 or even $20,000 more than he needed to be. When the auditors came in, they would see regular checks to the insurance company and not think a thing of it. At best, they would spot check that this company was owed money, and the short answer was always yes.

The insurance company would later send a refund check to the company and the controller overpaying those checks would deposit the refunds into a dummy account at a different bank under the business’s name. Guess who was the only person who knew about this account and spent from it. Yep, that very same controller.

People will take advantage of what they know will be out of site out of mind, so I encourage you to watch the unusual with your own eyes and always follow it from start to finish.

What kinds of unusual transactions occur in your business? Did you check up on them?

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Fraud Prevention Tip: Match Your Purchase Orders Against Your Invoices Before Putting the Invoices in Your System

Let’s talk about Accounts Payable. We have a tendency to put certain processes on auto-pilot because it’s much easier that way, and accounts payable is one of those. It’s not because whoever is doing your payables isn’t paying attention – it’s because he or she is only one cog in the ordering wheel. She’s not counting incoming shipments and matching POs to packing slips at that point. She’s not the purchasing officer (in larger structures), so she’s just receiving and then paying invoices, which she likely presumes have already been accounted for. That’s not to say that there aren’t some processes in place to prevent this from being haphazard, but there is room for error and exploitation.

I recall a case in Jacksonville, Florida. The purchasing agent and the controller were working together on a little scheme. They worked for a company that was buying 100 railroad cars a month, each holding 20,000 gallons of oil. That’s 2 million gallons of oil annually, which is a pretty huge volume.

What the controller and purchasing agent figured out how to do was effectively double-invoice for one of these railroad cars filled with oil. They’d effectively divert a purchased car to one of their competitors willing to pay for a discounted car of oil. The company that ordered the car initially paid for the car in full when they received their invoice, and when this pair invoiced the competitor at a discounted rate, the competitor would split the cost of the invoice with them.

The people getting most ripped off in this case were not ones that the controller and purchasing agent worked for, but the companies they were unjustly invoicing.

This would have been caught much sooner had any of those companies been matching its delivery tickets and purchase orders before processing its invoices in its accounts payable system. Once an invoice is in the system it’s on auto-pilot, which is why you have to be sure that you’re checking all incoming shipments against purchase orders to make sure you’re paying for the right things.

That’s a good practice anyway, and most of the time you’re at worst just catching honest mistakes made by your vendors. Sometimes, though, you’ll find something like this and be really glad that you have a fraud control policy that entails checking purchase orders against incoming shipments and against invoices before putting them into your systems.

What’s your process for checking these things? Have you ever uncovered mistakes or worse?

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Fraud Prevention Tip: Regularly Monitor and Review Monetary Trends

In some ways this tip is similar to the tip about taking all shortages seriously, but I think that this is broader. If you dip into your Quickbooks or whatever software you use for your accounting, you’ll discover that there are hundreds of reports that your system can generate for you from the top view P&L and Balance Sheet to the nitty gritty item detail by customer.

Understanding your company’s KPIs – or Key Performance Indicators – is a great place to start when seeking the trends that matter to you. However, thinking generally about other numbers in your business, and regularly monitoring them, is a very important exercise.

The beauty of this tip is that you can determine how to run the necessary report you need and then have someone in the accounting department run and provide these reports daily, weekly or monthly, depending on the relevance, scope and immediacy of them. Chart the differences over the period of time in question, and you’ll notice a variety of fascinating things.

Let me tell you why at a high-end, couture dress manufacturer in New York, they should have been watching their scrap and the cost per dress of manufacturing.

In the world of couture, the profit per piece is generally quite high, especially at this particular dress manufacturer. What started to happen, though, as we later discovered, was that the production manager was taking the overrun of these $5,000 dresses and selling them to discount operations. As this started to work well, he would buy more materials and then write them off as scrap; to make them into dresses and sell them to discount retailers, though, he still had to run the plant which obviously costs money, too.

Had the CEO been receiving regular reports on the, for instance, scrap rate, then he would have noticed something out of whack much earlier and asked the plant manager to reevaluate his processes. Similarly, tracking manufacturing costs could have uncovered this fraudulent activity. As labor and material costs rose while revenue remained steady the CEO should have thought more carefully about the impact on his profit and why it was happening.

If you are making a widget day in and out and you know that the material is x and the labor is y, you need to watch the trends to make sure that the numbers are staying consistent (or inconsistent in your favor).

This applies to all relevant numbers in your business. Regularly monitor and review monetary trends.

Which trends do you monitor? How frequently?

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Fraud Prevention Tip: Always Poke Around Your Books

When companies start the CEO or business owner is the one signing all of the checks. That’s just the nature of a start up and a small business.

But after a company grows and other people – CFO, controller, auditor, etc. – are put into the position of check signer, the CEO or a majority shareholder should double-check what’s getting paid.

Just look at a ledger, the checkbook or Quickbooks and see where money is going. Ask questions about that money. How often are we paying for X? What does company Y supply us with? Poke around the books and ask questions.

Silly Expenses

Even if you don’t find fraud, you’ll likely discover unnecessary expenses. I would say the latter is in fact more common in these cases. The reason is that people in Accounts Payable aren’t always informed when a piece of leased equipment is sold or returned or when the paper supplier wasn’t just changed but the first supplier was canceled. That’s because a lot of payables and other bills are just put on autopilot. They’re not checked every month or even every year.

I can’t count the number of times I’ve gone through a company’s expenses line by line, questioning everything with the CEO and the check-signer, and found thousands – if not tens or even hundreds of thousands – worth of expenses being paid that didn’t need to be paid. What a difference that makes to the bottom line of any business, much less one that hasn’t turned a profit in two years.

In one notable case, this routine check uncovered some major fraud.

Un-Silly Fraud

We discovered the fraud while doing a sort in an Excel spreadsheet on all of our vendors’ addresses; we were just trying to figure out freight costs and where we could save money. What we stumbled upon were two vendor companies: one in California and one in Indiana. Each was doing business with a stationary store in Chattanooga, which is where our home office was.

It would have made sense that there were vendors in California and Indiana to attend to our subsidiaries, but what didn’t make sense is that we were sending checks to these companies at a PO Box in Chattanooga – which, I reiterate, is where our headquarters was.

It turns out that the controller had created dummy vendors, theoretically for our subsidiaries in California and Indiana, and he was cutting checks to these dummy vendors for random amounts between $50 and $100 to a PO Box in Chattanooga. He would then go collect all of these checks and cash them in the name of these dummy vendors.

That’s a series of very small transactions that an auditor would never find even if he regularly dipped 20% below his “check everything” number. As a result, over the course of ten years this controller stole over a million dollars.

And again, we only discovered this because the CEO and I were poking around in the books trying to come up with useful ways of extracting unique, money-saving information. What hit us was something suspicious, and that’s why I always encourage you to look into the suspicious.

Slightly Silly Fraud

Another time I was working on a book store that had switched who it was banking with and who held its credit cards. But one of the credit cards wasn’t canceled – a Discover Card – and because it was so routine to pay off this Discover Card, the controllers just kept paying it. No one asked and no one thought about it. As it happens, the guy whose card it was just paid off his entire mortgage on the company (until I got there).

Just do a routine check through all of your transactions and payments. You’re bound to find some juicy things in there.

How often do you poke around your books?

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Fraud Prevention Tip: Take All Shortages Seriously

In businesses with checkout counters and cash drawers, it can be very easy to just accept a standard over/under on drawer counts. A number of other places that involve balancing books will also allow this to be so. I’m the first to say that if you’re balancing out $100,000 in revenue and find that you’re $86 off, you might just want to let it go as the trouble of uncovering that $86 is not worth the $86.

But what if someone had stolen that $86? Then would you want to know and figure out what had happened? Arguably, that changes the value of the $86, since this is unlikely to be a one time thing, but a recurring and growing “expense.”

So let’s say that you have a drawer that’s off by $14 one day. No big deal – that can happen, especially at a place that does enough business in cash on each drawer.

But let’s say that happens at a big department store like a Macy’s 5 days in a row. That cashier is going to get fired for one of two reasons. Either a. he’s an idiot or b. he’s stealing.

But let’s not forget to consider hidden option c. someone else is stealing from him because he’s an idiot.

Many employees know that a drawer can be off $20 a day without raising a lot of suspicion, and so they use other people’s cash drawers when their friends come in to the store and give them $10 too much change. By rotating whose drawers they’re doing this from, it makes it very hard to catch them. Watch for patterns and consistencies, like who’s regularly working on days that there are higher than usual collective shortages, even if those shortages don’t appear on their drawers.

Don’t jump to conclusions. Just be vigilant and chart the specifics of any inadequate drawer counts.

Many companies grow lax because everything’s been fine with their counts, but don’t make the mistake of ignoring the systems you have in place. You put them there for a reason.

On some level, you’ll have to make a judgment call on this one depending on the percentage under and who has his or her hands in your cash and your books. This tip isn’t as stark-raving obvious as don’t rehire people who steal from you, but I do want you to take all shortages seriously all the same.

What shortages are considered acceptable at your business? How frequently does that happen and what do you do about it?

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Fraud Prevention Tip: Focus on Checks and Balances that are Rechecked and Rebalanced

I debated making this idea its own tip, as it may be more of a motif that just runs through darn near every one of my fraud tips and posts, but I opted to include it just to make sure that you heard me say it enough times.

Every good organization has checks and balances. The United States government has them via our well crafted Constitution and the division of governmental responsibilities into our legislative, executive and judicial branches. As we’re taught in school, those checks and balances are meant to prevent the abuse of power, which is exactly the same as preventing fraud.

Fraud is an abuse of the power placed in the hands of those you and your company – or the electorate – opt to trust. In most cases, that pertains in some fashion or another to stealing money, but all fraud comes down to an abuse of power.

In fraud cases, it’s rarely some elaborate conspiracy that I detect. It’s generally just one bad egg trying to get away with more than is written into his contract.

The reason I insist on checks and balances in a business and in all things pertaining to money and finances in a business is because checks and balances generally prevent fraud from happening (that is, they’re a psychological deterrent acting as part of an informal fraud policy) – or at least their presence detects fraud early enough to prevent it from being damaging and to fire any perpetrators (and if you’ve been listening to allow you to prosecute them and send them to jail).

Crooks are generally creative, or at least they have a knack for seeing the flaw in a system and subsequently exploiting that flaw. The more checks and balances, the fewer weaknesses and the less potential for fraud.

One of the protests I get to my insistance on additional checks and balances is that they require more personnel or better credentialed employees who are able to juggle these additional responsibilities. That is, checks and balances cost more money and take more time and neither of those, CEOs and managers claim, are available in spades.

But I suppose they have time to figure out where their missing money is going and why – and the money to lose in the first place?

Spend the money preventing fraud rather than on fraud, I say.

It’s like preventative care in medicine. The reason that we’re seeing the rise of PAs, or Physicians’ Assistants, in the medical field is that many of them are being trained to focus on preventative care rather than solely on treating illness and disease. The thinking goes, rather than go to your doctor when you’re already sick and get treated with medications, surgeries and, God forbid, chemotherapy, go to someone regularly and long before you’re sick who can teach you how to take healthful actions that will keep you healthy.

The former is incredibly expensive and pops up in huge and unmanageably complex bursts (hence the need for insurance), and the latter, while a more regular expense – like a utility bill or, say, a paycheck – will drastically reduce the need for any of those huge and expensive encounters or at least catch them so soon that they are not nearly as costly, disruptive or deadly.

So, take the preventative care attitude towards fraud and set in place as many checks and balances as you can think of. It always pays to prevent fraud.

What checks and balances do you have in place?

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Fraud Prevention Tip: Don’t Rehire People Who Steal From You – Seriously

My lengthy post on the need to always prosecute those who steal from you included an exploration of those reasons that people fail to prosecute and how not doing so is a larger problem for the business world. Now I’m going to provide you with a very concrete story that I hope highlights why you always prosecute and why you never – ever – rehire people who steal from you.

I was once turning around a company at which a sales manager had a scheme with a customer.

The published sale’s price of this company’s primary widget was $8.50. The salesperson in question would place an order for a particular customer of his, ship the merchandise to the customer and then go to accounts receivable and put through a credit memo for that customer which would net the customer a price below the list price of $8.50. The customer would then slip the salesperson 50% of his savings. That is, the customer would pay $4.50 for the widget, thereby saving a total of $4/widget, half of which ($2) he would give back to the salesperson.

Because something like this can easily slip below the radar in a company with enough customers the financial impact might be minimal; thus, it’s very easy to go undetected for a while. The reason I discovered that this was happening was because the guy got greedy and started doing this with multiple customers. In his hastiness he put the credit through for the wrong company. The accounting department at that company was honest and came to us to disclose this erroneously applied credit. When we researched the credit we discovered what was happening, and the whole scheme unraveled.

As a result, this guy was fired (thank goodness) and never prosecuted (rats).

Apparently, this guy was an excellent salesperson, and even though he was ripping off the company for which he was working, he was simultaneously drumming up a remarkable amount of legit business. After he was fired the company’s sales declined by 25% over the next two years. Unsure of what to do and unable to find a suitable sales force to replace this one guy, the CEO rehired the once-thieving salesman (and as I always say, “Once a thieving salesman, always a thieving salesman”).

When asked why, the CEO said that the salesman had found God, repented for all of his sins and begged forgiveness. Though he never made monetary restitution for his misguided ways, he nonetheless apologized sufficiently enough for the CEO, who rehired him to return the company’s sales to a profitable level.

Lo’ and behold, six months later they (finally) put the salesman in jail because he started stealing again. Don’t make me say the following twice – please.

Do not rehire people who steal from you – ever.

This one is not a tip or a simple recommendation – I’m imploring you.

I believe in second chances in life. We all screw up at one point or another, and I dare say, we all deserve to find forgiveness. Despite that, do not rehire people who steal from you. If you think that you might not be able to keep to this because you’re such a forgiving person, then put it in your company’s bylaws to prohibit you from rehiring thieves despite your wishes otherwise.

Do not rehire people who steal from you. Seriously.

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