(Swipe-And-Deploy Template) How To Set Up The Financial Structure/Processes For Your Freelance Business

Aaron Hoos

Financials seem boring but they’re really not. They’re good practices that pay off in better decisions, more money, less stress, and extra time.

What’s not to love about that?!? Master your finances and you’ll master your business.

Problem is, a lot of people procrastinate on their financials because they think it is complicated and overly-detailed. However, it’s only complicated and overly-detailed if you procrastinate. But if you spend 2-3 minutes a week doing it, you’ll gain HOURS AND HOURS of time and save yourself a ton of frustration. That’s a lesson I wish I learned when I started.

For that reason, I want to help you by handing you the template for the financial structure and processes for your business.

This blog post contains the step-by-step instructions and a swipe-and-deploy financial structure/process template for freelancers who want to set up a good financial process for their businesses. It includes the step-by-step info in this blog post, plus a folder in Google Drive that you can download to duplicate for yourself.

THE BACKGROUND

I was recently working with a photographer who was just getting started. She’d reached out for help and we were talking about branding, marketing, list building, etc. Of course we were also talking about the important administrative side of it too, including financials. I had recommended a couple of books to her and sent her some financial resources but, in retrospect, I overwhelmed her with too much information.

I didn’t realize that at first until I followed up a week or so later and asked her how it was going. She admitted that she’d been procrastinating on the financial side to do other things in her business. Realizing that I’d overwhelmed her, I offered to set it all up for her.

After doing that, I replicated it here for you.

WHO IT’S FOR

I run a bunch of businesses but fundamentally I am a freelancer operating a sole proprietorship in Canada. So, these processes will probably work for other types of businesses and corporate structures, for larger sized businesses, and in other countries. However, this financial structure/process template is built for Canadian sole proprietor freelancers. It’s for new businesses that want to start on a strong foot with their financials, and it’s also for existing businesses that need to get a handle on their financials.

DISCLAIMER

This works for me. It may also work for you. However, you will probably need to make adjustments, depending on what you sell, your corporate structure, additional tax or reporting requirements, the country you operate out of, and many other factors. This is a starting point and you can build on it.

CONTENTS

This swipe-and-deploy financial structure template contains two things: (1) a Google Drive with downloadable templates for you, and (2) instructions that you can follow step-by-step.

(1) THE GOOGLE DRIVE FOLDER

There is a folder in Google Drive that you can view (and download). It’s a folder called “Financials” and inside are 3 things (pictured below)…

  • A Records folder
  • An Income and Expenses spreadsheet
  • An Invoice template

You can view and download this folder structure and upload it into your own Google Drive for a fast start to your own financial structure and processes

(2) STEP-BY-STEP INSTRUCTIONS

Whenever you need to invoice someone, do the following (total duration: 2 minutes):

  1. Right-click and duplicate the invoice template, renaming it the name of your invoice number.*
  2. Customize the contents of the invoice with their name, with their information.
  3. Download it as a PDF and email it to the customer.
  4. Keep it in the main folder.
  5. Put the information into your income/expenses spreadsheet (in the Income tab).

(* Keep your invoice numbers simple. I like using the year, month, and day in reverse order, plus the client’s initials, for very simple filing. For example, if my client is John Smith and I created the invoice on July 18, 2018, then the invoice number would be 20180718js. Nothing fancy, and I can tell at a glance when the invoice was made and who it was for.)

When customers pay, do the following (total duration: 30 seconds):

  1. Update your income/expenses spreadsheet (in the Income tab).
  2. Drag their invoice to the Records folder.*

(* Only drag PAID invoices to the Records folder. That way, anyone who hasn’t paid yet is front and center when you open the Financials folder and you can still see their invoices right away. The goal is to keep this clean by following up on receivables often. Don’t let unpaid invoices pile up!)

Every weekend… Yes, EVERY SINGLE WEEKEND… do the following (total duration: 2 minutes):

  1. Pull out the receipts of stuff you’ve bought that week for your biz. (Oh, pro tip: keep your receipts! Haha!)
  2. Enter the receipts into the income/expenses spreadsheet (in the Expenses tab).

Every year, in January-ish: (total duration: 5 minutes):

  1. Duplicate your income/expenses spreadsheet and rename it for the new year.
  2. Delete last year’s content from the new year’s spreadsheet so you are starting the year with a blank sheet.
  3. Drag the previous year’s spreadsheet into the Records folder.
  4. Go into the Records folder and create a folder for the year (so in January 2019 you will create a folder inside Records for 2018).*
  5. Drag all of 2018’s invoices plus the income/expenses spreadsheet into the 2018 folder.

(* After a few years of business you will end up with a bunch of folders year-by-year for every year you’ve been in business. If it gets to be too much, here’s an optional step: just create another folder in your Records folder called Archives and drag all previous year’s folders into your Archives folder. That way, you minimize the number of folders that you see when you open the Records folder.)

Every year, when doing your taxes*, do the following (total duration: 15 minutes):

  1. Go into the relevant year’s folder inside records and open the income/expenses spreadsheet.
  2. Record your total year’s income as “Business Income” in your tax return.
  3. Record your total year’s expenses (by category) as “Business Expenses” in your tax return.

(* Like everything else in this blog post, these points may differ depending on your corporate structure and the country you are operating in. However, the principles will be generally the same from one country to another.)

SUMMARY

That’s it. All built for you. It’s simple, and if you stay on top of it, it’s fast. Just download the Google Drive folders and put them in your own Google Drive, and bookmark this blog post and come back to it each week (and at the end of the year) to follow the steps to manage your financials.

Marketing, Simplified

Aaron Hoos

I talk to a lot of business owners.

Many are baffled by marketing.

It’s not their fault. The world of marketing seems complex… to the point of being confusing and even overwhelming to some.

It’s made more-so by the constant barrage of gurus who promise that if you “hustle” hard enough and use [whatever their specific method happens to be] you’ll win the game.

But that’s BS.

Want to win at the marketing game?

Here is marketing, simplified…

MARKETING, SIMPLIFIED

Step 1. Find the people who have the problem that you solve.

Step 2. Build a relationship with those people.

Step 3. Tell them about your solution.

Step 4. Get better at telling them about your solution.

That’s it. That’s marketing. Four simple steps.

Just do those things, and get progressively better at it, and you’ll master marketing.

The key points are NOT which platforms to do it on, or how often in a day you should do something, or how much you should spend, or what keywords to use.

Those are factors but the most important pieces are: (1) the solution you have, (2) the relationship you build, (3) the act of telling others, and (4) your progressive improvement.

Boom. There’s your marketing plan.

MARKETING MASTERY IN DETAIL

Let’s dig into those four steps in greater detail…

Step 1. Find the people who have the problem that you solve..

First, this presumes that you have a solution to a problem—something of value that other people want or need.

Next, you need to find the people who need help. I can’t tell you how to easily do that in this blog post since it’s often specific to your audience. Building a presence on social media is a great start. Advertising on social media is also a smart move. It won’t hit every potential audience but chances are you’ll find some.

And no, there is no panacea. A viral video or SEO optimization or retweeting memes is not going to do it.

Step 2. Build a relationship with those people.

As you find your audience, connect with them. Use empathy and establish rapport. Don’t be weird, be a human being and connect with other human beings as if you were at a social gathering. People don’t like being marketed to in a gimmicky way; they want human interaction.

Step 3. Tell them about your solution.

Use a compelling promise, urgency, risk reversal, and other copywriting strategies to tell your audience about how you can help them.

(Want to make sure they really get what you’re offering? Use this Value Gauge to help them understand the return on the investment of their purchase.)

Step 4. Get better at telling them about your solution.

Now, go back and look at how you are telling them. Use analytics to understand the answers to questions like:

  • Are people buying?
  • How many people are buying?
  • How much are they spending?
  • When and where are they buying?

That’s it. That is marketing.

If you want to take it to the next level, draw it out in a simple chart (called a Sales Funnel) and look for ways to do more of each step, and to get constantly get better. (You can master your marketing by mastering your sales funnel. Do yourself a favor and check out my short blog series called Sales Funnel 101, or pick up a copy of my book The Sales Funnel Bible.)

Here’s the best part: you don’t need to do anything extra or invest in anything more. You can start marketing right now (even before you have a product or service). Just go out and find someone with a problem you can solve and strike up the conversation with that person about their problem. Ask them questions. Listen. Engage. If they ask you how to solve the problem, tell them. Even if they don’t ask right now, that’s okay because you have gained a great contact and invaluable information about the problem.

SUMMARY

Marketing is not magic. It’s not even that complicated. Marketing is simple. It’s just these 4 simple steps done over and over through trial and effort, without tricks or mystery… simply to connect with other humans and to tell them about how you can help them.

A marketing master is not someone who has more tricks up his or her sleeve; a marketing master is simply someone who has figured out how to do the four steps listed above and does those steps increasingly well.

The Small Business Financial Health Scorecard

Aaron Hoos

Your business might be making money, maybe even a lot of money… but that doesn’t mean it’s healthy. But keep reading because I’m sharing a Small Business Financial Health Scorecard that can instantly give you clarity to help you create a strong, profitable, money-making company that grows without stress.

But let’s start with the bad news…

THE BAD NEWS

The entrepreneurial graveyard is littered with companies that looked like they made money but were forced to shut down. To the uninitiated, it doesn’t make sense—how can a money-making company be forced to close its doors?!?

But those who have started businesses can tell you: a money-making business is not necessarily a healthy one. There are other financial factors, too. For example:

  • Maybe a business makes some money but not enough to survive on.
  • Maybe a business generates some revenue but its high expenses keep it from being profitable.
  • Maybe a business generates makes some money but its receivables are too high; it’s just not collecting enough of that money soon enough.
  • Maybe a business grows too fast and can’t get the money needed to buy the raw materials to assemble more of whatever it sells. (That one is surprisingly common, and, when combined with the receivables problem, it’s a business killer.)
  • Maybe a business generates a healthy income but the owner is so central to the income generation that they just can’t grow. (This was a problem in my business for a while.)

There are other financial reasons, too, but those are big problems. And they can be catastrophic.

So, how do you make sure that your company isn’t just making money but is actually healthy?

I’ve created this Small Business Financial Health Scorecard to review against your business. Use it to identify how healthy your company’s financials are and to get clarity on the ways you can create a financially healthier business.

SCORECARD OVERVIEW

Use the Small Business Financial Health Scorecard every quarter. (You may be tempted to use itmore often than quarterly but I think a quarterly effort gives you time to set goals, take action on those goals, and see results; whereas if you try to do it more frequently you’ll end up with a bunch of goals, too many actions to do, no time to do those actions, and no real results).

There are 7 key financial measures on the scorecard, and they describe how money is made, processed, and used in your business:

  1. Producing
  2. Processed
  3. Paid
  4. Propagating
  5. Predictable
  6. Profitable
  7. Passive

… in that order. (The order is important).

Here’s what they mean:

  1. Producing: Your business is generating revenue.
  2. Processed: Your business has systems in place to send invoices, follow up on receivables, process transactions, pay vendors, and pay taxes.
  3. Paid: Your business is actually collecting the money you are invoicing.
  4. Propagating: Your business grows and the money you are making grows as well.
  5. Predictable: Your business is bringing in money in a consistent way, ideally the same amounts on the same day of the week or month.
  6. Profitable: Your business generates more money than needed for all of the previous points of the scorecard, leaving extra money at the end of each month or quarter.
  7. Passive: Your business generates revenue without regular effort (perhaps best explained as a large, single up-front action that creates ongoing income, versus the need to trade hours for dollars).

SCORING

At the end of each quarter, go through each of these 7 points on the scorecard and score yourself. It will take less than five minutes but you’ll get a very clear picture of the financial health of your company, as well as some smart strategies to improve.

Here’s how to score yourself: For each one of the 7 financial health measures, give yourself a score from 0-4, as follows:

0 = “Nope”. (It does not happen at all.)
1 = “Not really”. (It happens some of the but time less than 50% of the time.)
2 = “Not always”. (It happens some of the time but less than 75% of the time.)
3 = “A lot”. (It happens most of the time but less than 100% of the time.)
4 = “Dialed in! (It happens 100% of the time, every single time, without fail.)

This is the other reason I recommend that you do this every quarter: you might have a really good month and score yourself a 4 on something in the month… but over a quarter it’s harder to sustain best practices so you get a better sense of how things are going on an ongoing basis.

So, let’s look at an example from a fictional company, just to see how the scorecard works:

  1. Producing: The company is generating revenue and the business is working at about 90% capacity, so they’d score a 3
  2. Processed: The company has some systems set up and is able to process most transactions, pay most bills easily, and usually pays taxes on time (but admittedly it’s not perfect), so they’d score a 3
  3. Paid: The company gets paid immediately so they don’t really have any receivable issues at all, so they’d score a 4
  4. Propagating: The company is is not growing so they’d score a 0
  5. Predictable: The company is making money but it comes in completely unpredictably so they’d score a 0
  6. Profitable: The company makes a bit of profit, on some things, but not a lot, so they’d score a 2
  7. Passive: The company’s money is completely tied to the amount of time that the owner spends in the company (and if the owner was away, no revenue would be generated, so they’d score a 0

Part of the value of the scorecard is that it balances simplicity with objectivity. In general, multiple people with the same level of awareness about a company should each be able to complete the scorecard and score roughly the same score, while also still keeping the scoring within a reasonable time-frame.

HOW TO ASSESS THE SCORE

When you score your company quarterly, you’ll assign a score to each one on a scale of 0-4. Ideally you’re aiming to have a company that hits 4 on each point (or, a mix of 3-4, which is probably more likely).

However, many companies won’t hit 3s and 4s across the board. Instead, there will be a variance. The scorecard will not only give you an overall picture of where you are weak and where you are strong, it will also help you to know what to work on first: once you’ve scored yourself, the next step is to find the “first lowest score” and work on that one for the quarter.

Here’s what I mean when I say the “first lowest score”: Starting from the top of the list (Producing) look down the list until you get to the financial measure with the lowest score. In the case of a tie, choose the one that comes earlier in the list. Let’s use the scoring example we’ve been running through so far…

  1. Producing = 3
  2. Processed = 3
  3. Paid = 4
  4. Propagating = 0
  5. Predictable = 0
  6. Profitable = 2
  7. Passive = 0

… then you start at Producing and go down the list, and you noticed that Propagating, Predictable, and Passive each share the lowest score (a score of 0). But, since Propagating is earlier in the list than the other two (it’s the first lowest score in the list) that’s the one you need to work on.

The reason is: you can theoretically work on any of the 7 points on the scorecard, whether a great score or a weak score, whether earlier in the list or later in the list, but the scorecard was put together in a strategic way that can help you build a stronger business by focusing on the earlier ones in the list first and dialing those in before moving on to the later ones, thus helping you build a strong foundation and then build a stronger business on that strong foundation.

HOW TO TAKE ACTION

Once you have found the first lowest score for the past quarter, create a simple action plan with a few achievable goals to improve that area. Here are some ideas:

  1. Producing: You need to work on your marketing and sales to get more customers coming through the door.
  2. Processed: You need to work on your systems and processes to make sure you can accept the money and pay your bills.
  3. Paid: You need to work on your invoicing and receivables to ensure that you are getting paid in a timely fashion.
  4. Propagating: You need to build a strong, self-funding growth plan.
  5. Predictable: You need to build marketing programs, promotions, and products, that bring in income regularly; you should also reach out to past customers especially during slow seasons.
  6. Profitable: Review your income and your expenses; look at how income increases and expense decreases will impact your financials.
  7. Passive: Build or invest in income-producing assets that “decouple” your time from your effort so that you can continue making money even if you are not working in your business.

Work on this action plan for the quarter and then score yourself again.

And again the next quarter.

And again the next quarter.

… and so on.

KEEP GOING

You’ll want to score yourself every quarter from now on, and keep those scorecards.

That way, you’ll create a baseline for the health of your company’s financials but you’ll also see how other changes in your business will impact your score. For example, perhaps you grow dramatically one quarter—that growth is great but could also break some of your invoicing systems and processes, so you may notice a higher score in Propagating and Profitability but a lower score in Processed or Paid. Constantly scoring yourself will keep you aware of the financial health of your business while also giving you a clear and simple strategy to growing a financially healthy company.

Consistent reporting on the financial health of your company with a clear plan on how to grow, all while keeping it simple. That’s the power of the Small Business Financial Health Scorecard.

Ascending From Entrepreneur To Leader

Aaron Hoos

For years I wanted to be an entrepreneur. To me, that meant owning my own business and doing my own thing; not having to commute to a company and work for “the man”. (Truth be told, I’m just not wired to thrive in that kind of environment).

But building a business was hard. I struggled, failed, then tried again and figured it out…

… to a point.

Problem was, years down the road, I found myself in a different place: I was successful by some measures but also struggling by other measures: I began to discover that I was the bottleneck in my own business. I was hitting a ceiling because I was trying to do it all.

So I specialized, starting more focused companies like Real Estate Investing Copywriter.

Later, I built systems to help me create better content and serve more clients faster.

Later, I started building replicatable, duplicatable products and commoditized services that allowed me to shorten the timeline between client acquisition and deliverable.

Later, I started building a team—first an assistant and then writers, even going so far as to create what might be considered an agency.

Although my goal has always been to be a business owner and entrepreneur, I realize that I’m ultimately becoming a leader:

  • A leader in the industries I serve: by being a thought leader and influencing brand
  • A leader for my clients: by helping clients elevate their knowledge, make decisions, and see results
  • A leader of people: by building a team and providing them with an income while having an impact
  • A leader of innovation: by leveraging what I know and do to create new opportunities for my clients and team
  • A leader of the future: I lead my industry, my clients, and team, toward a bolder, brighter future

It’s a journey for me. If you’d asked me years ago if I thought I would be a leader, the answer would be a resounding no… simply because the only thing I wanted was to be a self-employed writer.

But I realize now: that “self-employed writer” was just step 1. And since that realization, I’ve been on a path of ascension and am constantly learning to embrace my new role as leader.

Want to make the same ascension yourself? Make this simple change to your thinking to get you moving in this direction: Find more people to rely on you. Whether it’s the industry at large, your clients, or your team; build a business that compels other people need to rely on you for your expertise, skills, compensation, etc. It’s weird; there’s not a “thing” you need first before becoming a leader, just build a business that gets people to rely on you.

SUMMARY

When I was “just” a self-employed writer, my job was to wake up each day, sit down at my computer, and writer. Today, as a leader of my industry, clients, people, innovation, and the future, my job is much different: I must constantly build; growing my knowledge, authority, and business to fulfill my role as a leader.

It’s a higher level and a bigger challenge but if I want to take part in a bigger and more opportunitistic future, being a leader is the only way.

Time Tracking: One Of The Best Strategies For Increased Productivity

Want to give yourself a raise?

I can’t think of a faster, simpler way to get more done and make more money than to do this:

Track your time.

Yeah, that’s it.

It’s one of those no-brainer so-simple-nobody-does-it strategies to get more done in the day. Every single day.

It works because, well, we tell ourselves lies about our productivity. We think we’re being productive but we’re rarely as productive as we think we are. (I’m not suggesting we need to run at 100% capacity, 100% of the time. Actually, I think that’s a recipe for burnout… that said, I think most of us have a lot more capacity than we realize because we convince ourselves that we’re maxed out when we’re really not.)

I love time tracking and I try to do it every week. It’s always valuable.

Let me show you how I do it…

(spoiler alert: I’m old school; I realize there is software or mobile apps for this stuff but I find it too easy to minimize them on my desktop or forget to run them (and some tracking software I’ve used in the past has been an absolute resource hog). I like pen and paper and a couple of highlighters. Keep it simple and it’s always in my face.)

On Sunday I draw out my week in 15 minute increments…

Aaron Hoos - Time Tracking

Whenever I recommend this practice to other people, I always recommend that they do it in 15 minute increments. Believe me, I’ve tried 30… and 60… but they suck. They just aren’t as good at giving you a very clear picture of how you spend your time. It’s far easier to look back at an hour-long segment of time and think “I was productive this hour” when in reality you were productive for just a few minutes. But 15 minutes? It’s a good balance between being laser-focused on a small segment of time while still keeping this system manageable. (Hey, I’m not suggesting that you assess every minute, right?)

You’ll notice that I track from 7:00 AM to 3:00 PM. You can track any time you want but that’s what I like to track.

I prefer to get up early and, ideally, finish all my work before noon. (I used to be a nightowl but you can check out this blog post about how I mastered my sleep to wake up early and become more productive and this series of posts when I challenged myself to wake up at 5:00 AM to get into the habit of waking up early).

My absolute best time for maximum productivity is 7:00 AM through about 10:30 AM. I get a lot of great work done then. I keep tracking past noon because I enjoy the process and the early afternoon is still good productive time to work on my biz.

I measure my time in terms of simple green for revenue-generating work and red for non-revenue-generating work. Yeah, it’s not a perfect system since prospect calls or marketing of my own business might be colored red but still be important to do. But you have to pick something and right now I’m focused on building a business that generates more revenue so that’s what I’ve chosen. In a different situation I may measure in some other way. (There was a time, for example, when I would have colored green only for when I was typing words but now that I also bill for other things like consulting, I needed to adjust what I measured.)

Time Tracking — April 16-20

Monday, April 16


So, on Monday I woke up and jumped into my work. It was a pretty good day! I’d give myself a grade of “A” for Monday’s level of focus and productivity. There were a couple of times when I paused for some fun/mental-break/social diversions but that’s okay because those little breaks were like breathers that could keep me focused the rest of the time. My goal isn’t to get rid of all stuff marked in red; it’s just to be aware of it and make sure it doesn’t take over.

Disclaimer: don’t bother trying to read my handwriting. It’s messy. I basically just jot down a quick note about what I do so I can look back and what I did during various blocks of time.

Tuesday, April 17

Aaron Hoos - Time Tracking
Tuesday was a completely different story than Monday. I’ll give it a grade of “C”. The day was a gong-show right from the very first moment. I was in reactive mode, dealing with challenges and trying to solve problems. There were some technical issues. And on top of that I had a few things I felt that I needed to work on that weren’t revenue-generating but still needed to be done.

Fortunately, I feel like I turned the ship around by 11:00 AM and was able to get in some revenue-generating writing for the last few measured hours of my day.

Wednesday, April 18

Aaron Hoos - Time Tracking
Wednesday was better than Tuesday but not as good as Monday. I’d give it a grade of “B”. I got some work done and although I did have a non-revenue-generating meeting (actually, it was a few short back-to-back calls that were all related) I still got some good work done overall.

Thursday, April 19

Forgot to take a picture after Thursday was done, so you’re seeing a bit of Friday in there too.
Aaron Hoos - Time Tracking
Thursday was decent too. I’d give it the grade of “B-” as it was close to Wednesday but not quite there. I did move a bunch of projects forward although I didn’t get to cross as many off as I would have liked.

Friday, April 20

Aaron Hoos - Time Tracking
Friday was another day I’d grade as “A”; a strong finish to the week. I was focused and productive and got a lot of good work done before a quick lunch, and that meant I could enjoy the afternoon at a local book sale. So, a good day, overall!

Assessment

Tracking tracking is a good practice to do but it’s even better when you pause at the end of the week to learn some lessons.

Here are some lessons I learned this week, along with a few reminders that you might find interesting if this is new to you…

1. There is value in the simplicity of the only-2-colors format. However, some of the red-colored spots are still critical to running my business (such as the meeting on Wednesday morning). So red doesn’t mean bad… I just want to be aware and control it.

2. Planning the night before (especially outlining the content I want to write) helps me stay focused and at a higher level of productivity.

3. It’s all in how I start: If I start strong, I can usually keep going and bounce back from interruptions easily. If I start from a reactive trouble-shooting mode, as was the case on Tuesday, it takes a ton of effort to get on track.

4. It’s hard to predict when things go off the rails. And since I can’t always anticipate when that will happen, I need to become better at deciding what is worth my attention when it does. In retrospect, I could have saved some of that problem-solving stuff for after 3pm (when I stop tracking my time for the day).

5. When my mornings are mostly green (what I’d grade as “A” or “B” days) I can usually finish everything I wanted to do by lunch… and then everything I do after that is extra income (if I choose to work) or free time (if I choose). Therefore, I have more freedom and choice after lunch if I can create stronger starts and maintain more consistent focus in the morning.

6. I try to do this tracking every week, which is a great practice but I’ve observed htat the level of accountability that comes from sharing this on Facebook was remarkably good at keeping me even more focused and productive! Not sure I want to share all these details of my life so publicly every week but I think there is value in sharing this a bit more regularly. Will think more on this!

Summary

If you bill for your time or based on a certain amount or type of productivity (such as word count), time tracking is the most effective way to become more productive (and give yourself a raise). It cuts through the lies that you tell yourself about productivity and reveals what you truly do at any given moment of your day.

There are always ways to become more productive and efficient, and a million books have been written about every method and strategy out there. But I haven’t found anything more effective than simply using time tracking to get a handle on what you do each day…

… and then taking a few moments at the end of the week to assess how you did, to learn some lessons, and to aim for something better next week.