Financial Triage
TL;DR Face the money. Know your three‑month budget needs, freeze non‑essentials, ask for payout estimates, and make time‑boxed ROI moves (certs, tools) instead of panic spending. Clarity beats anxiety
Worrying about the future is like watching a leaf fall and trying to predict where it will land. Stop trying to guess where the wind will blow and get to work
James Clear.
The moment everything tilts
I opened a blank sheet past midnight and wrote real numbers. Not the version I hoped for: the version I could live with for a quarter1. Three months is close enough to feel real and long enough to stop me from making fear‑based purchases.
What’s at stake (for me)
Between sole‑trader instincts and job‑seeker realities, the goal was runway (how long I can comfortably operate before the money runs out) and optionality. I wanted decisions I could stand by a month later, not 24‑hour lurches or costly mistakes made with from a finite bucket. That meant treating money like a project: small scopes, clear checkpoints, no drama.
The moment of decision
I chose to ask for facts early - severance estimates, leave balances - and to time any investment (like certifications) to when it served the plan, not the panic. EOFY and actual demand mattered more than my inner shopper.
What I did
Calculate a three‑month baseline
List fixed bills, essential variables, and a modest buffer.
Request a payout estimate
Ask payroll/HR for a best‑effort figure. Replace rumination with ranges you can plan from. Gap analysis between buffer needed and actual buffer.
Freeze and funnel
Pause non‑essentials; funnel savings into runway. If something returns energy or saves time, keep it deliberately (if its affordable).
Weekly money check‑in
15 minutes, same time each week. Update the snapshot and note any changing assumptions.
What surprised me
• Seeing the real number hurt less than avoiding it. The sheet made me generous to future‑me.
• Talking to the bank early will feel relieving. Clarity can feel respectful on both sides.
• A small, planned spend (that saved hours) beat a big comfort purchase every time.
Leaders Lens: If you manage people through change
• Offer a neutral explainer for severance/leave mechanics early; it lowers speculation.
• If possible, allow staff to request estimates privately without pressure.
• Point to independent financial counselling/EAP resources and normalise using them.
Diary excerpt
“I'm at that point in the process where I'm loathed to start on anything new, given the uncertainty ahead.”
Thought of the Day
In times of uncertainty, the best thing we can do is to remain curious, seek clarity, and prepare for what comes next.Stage of Grief
Testing, Uncertainty
Try this (this week)
• Book 45 minutes to create a one‑page runway plan.
• Email HR/payroll with a kind, clear request for estimates.
• Make one keep/kill decision on subscriptions today.
Checklist
□ Snapshot: fixed, variable, buffer for 12–13 weeks.
□ Ask for payout estimate (incl. leave).
□ Pause non‑essentials; mark one deliberate keep.
□ Cert/tool grid: Time • Demand • Value • Fit.
□ Weekly 15‑minute money check‑in.
If your organisation is navigating change and you want calm, people‑first delivery without the drama, I can help.
This is based on my personal experience, anonymised to protect privacy. Nothing here is financial, legal, or medical advice - please seek professional guidance for your own situation.
I have been a Barefoot Investor follower for nearly 10 years, I took the book’s recommendation of 3 months as a starting point, however your buffer may look quite different to mine and you should seek your own independent financial advice as to what is right for you.