I’m writing about business today. There’s probably someone else at xanga writing about something more exciting. My feelings won’t be hurt if you leave and read them.

Work, you see, is great. I work at my computer, happily writing grant proposals and donor letters and websites and press releases and stuff, and I get emails from people asking me to write their web sites and articles and letters and things, so I always have plenty of work to do. I am, or will be when I completely recover from my virus, happy as a couple of clams.

But business involves more complex issues. My designer wants twice as much for the next site he does for me. My project manager has a full time job and can’t get the proposal done when I said it would be done — so maybe I shouldn’t have said that’s when it would be done. And what about those proposals? It’s a couple of hours’ worth of work, at least, for each of us, and sometimes the client doesn’t give us the job. Should we put in more time to make a more splendiferous proposal to increase our chances, or spend less time since it’s a bird in the bush, whereas I already have plenty of birds in hand?

And what about taxes and accounting? I still don’t have that fully under control. My PM says that the amount I think I spent last year on overhead is too small to be the real amount. So does that mean that I’m very frugal, or that I should keep searching in case there are still more deductions out there somewhere?

I read in Kiplinger’s about a freelance couple doing video who spent $50,000 in their first year on hardware and software. Should I, since I really want the business to expand in the area of multimedia, take this to mean that we can’t afford to go in that direction and give up? I know a good video provider, so maybe I should cultivate him more and make sure I give him enough jobs that he considers me a valuable client — but then of course I’m dependent on him, and what about when he suddenly doubles his price like the designer?

My social media maven wants to attend an expensive training. Expensive training is often the best kind, and it could be not just a way for her to become more expert, but also an excellent networking opportunity. How do we prioritize that cost against the cost of hardware or software — or her brother’s tuition, since at this point I’m the one actually earning money for the business?

Thinking about, researching, and discussing this type of question is completely unbillable. But I know that successful business owners don’t spend all their time doing direct service provision. Balancing the business part with the provider part is a challenge.

And I know that this is a normal part of business growth, too. Maybe I should talk to my SCORE mentor again.