At the beginning
of the fiscal year, or more likely prior, you set a series of targets to be met
or exceeded and, come year-end, you stack up the goals alongside the actual
results and … then you figure out how to fudge the numbers for the
shareholders.
Too honest. Sorry.
But somewhere
between the delivery of the actual numbers from the accounting department and
the creation of the largely-fictional version that ends up in the annual
report, the truth about the current state of your company is known, if only by
a small group of men gathered in a boardroom.
Success — or
horrible failure — is quantifiable.
Not really so in
the church, is it? Not the way we’d like.














