Give Feedback
Review your last invoice, identify one cost you could reduce or one line you could explain better.
Set a weekly reminder to check account balances and cash flow for your practice every Monday.
Create a one-week tracker for three recurring business costs in your consulting practice.
Categorize five recent expenses as fixed or variable, review your consulting cost structure today.
List your top three recurring costs, brainstorm one improvement or efficiency for each today.
Review one past expense with a client, check for errors or unused services right away.
Recall when you avoided tracking your finances, what fears or beliefs held you back from full visibility?
Reflect on a past financial choice in your practice, what impact did it have, and what would you do differently?
How confident are you in reading client financials or P&L? What would boost that confidence now?
What financial risks have you taken in your practice, how did they affect your long-term results?
Think about your own budgeting cycle, do you feel proactive or reactive in financial planning, and why?
Reflect on how your personal money habits affect how you run your consulting business today.
Spend 30 minutes reviewing your consulting expenses this week, even if small, note trends and patterns.
Ask to sit in on a client’s budget or finance review, listen closely and take learning notes.
Track your personal or business spending for one week and summarize the findings in writing.
Choose one KPI tied to your practice finances (e.g., revenue per client) and interpret its trend this week.
Identify one vague or unclear cost in your books, seek clarification and document the answer.
Set a micro-financial target for your practice (e.g., cut 5% of expenses) and measure after two weeks.
Ask a finance-savvy peer to explain a metric you don’t fully understand, relate it back to your practice.
Share a new cost-saving idea for your practice with a peer, ask for reactions and improvements.
Present a section of your practice budget to a mentor, ask for critique and suggestions.
Request feedback from a mentor on how financially savvy you appear in managing your practice.
Ask a peer how they handle financial shocks, what practices keep their consulting practice resilient?
Share a finance article or tool you found useful, discuss its relevance with another consultant.
Instead of thinking “I’m not good with finance,” reframe it as “Financial skills can be learned and improve my impact.”
View client budget limits not as blocks but as creative boundaries that drive smarter solutions.
See budgeting as a leadership tool, not a burden, it gives you foresight and confidence.
Recast “cutting expenses” as “redirecting resources to what matters most for growth.”
Replace “finance is someone else’s job” with “financial literacy makes me a stronger consultant.”
Instead of seeing financial reports as boring, view them as maps of risks and opportunities.
Watch how clients frame financial goals in meetings, note the terms and assumptions they emphasize.
Observe how often financial metrics enter client decision-making, who raises them, and with what influence?
Study how clients justify budget requests, what reasoning patterns do they lean on?
Track how often ROI or cost gets raised in client sessions, who drives those questions?
Listen for signs of client confidence or discomfort in financial discussions, what emotions show up?
Monitor how and when client financial updates are shared, what tone and focus dominate?
