12 Questions About Your Business That Reveal Inner Child and Wounds

The previous piece offered general questions about your inner child relationship. This companion piece goes specifically through the business lens — using the entrepreneur’s work environment as a mirror for the wound’s specific operational patterns.

There are no right answers. The value is in sitting honestly with what arises. You might want to do this with a journal, across more than one session.

1. What is your actual hourly rate, if you divided your total earnings by your total hours worked, including all the extra you provide?

This number, when calculated honestly, often reveals the gap between the stated rate and the actual compensation. The gap is wound information: specifically, the degree to which over-delivery has absorbed the financial value of the work.

2. When you imagine your business at the pricing level where it genuinely should be — given your actual results and capabilities — what specific objection arises internally before any client raises one?

The internal objection that forms before external challenges appear is the wound speaking. “That’s too much.” “I’m not there yet.” “I’d have to deliver at a level I can’t sustain.” These internal objections are not strategic assessments; they’re wound assessments.

3. What would change about your content if you knew for certain it would not be criticized?

The content that is withheld — the genuine perspective, the honest admission, the specific claim — when the guarantee of no criticism is imagined, reveals what the wound is currently protecting through managed visibility.

4. What does your client communication look like during a payment that was negotiated at a rate lower than you wanted?

If over-delivery significantly increases after negotiated discounts — above what would follow a full-rate payment — this pattern reveals the wound’s currency exchange: lower financial compensation replaced with higher performance to maintain the internal sense of adequacy.

5. Who in your network has clients or outcomes similar to your actual capacity, but charges significantly more? What specifically comes up when you think about charging what they charge?

The specific feeling that arises — discomfort, “that’s not me,” “they’re more established” — is wound language about what you’ve decided you’re allowed to claim.

6. What is the specific thing in your business that you’re not doing, that you’ve known you should be doing for more than a year, and that your “reason” for not doing it doesn’t fully account for?

The gap between knowing and doing, when sustained over a year without genuine strategic barrier, is typically wound-maintained. What’s protecting it?

7. How does your body respond when a client asks for more than was agreed, without offering additional compensation?

The physiological response — compliance with constriction, difficulty saying no, immediate problem-solving rather than boundary-naming — reveals the wound’s relational stakes in the client relationship.

8. What is the most expensive course, mastermind, or program you’ve purchased that you haven’t fully completed?

The pattern of high-investment purchase followed by incomplete engagement often reflects the wound’s need to have access to the resource (to feel that growth is possible) without completing the engagement (which would require genuine exposure and potentially genuine inadequacy to surface).

9. What kind of client problem do you find easiest to solve — and what kind do you find yourself avoiding or limiting?

The avoidance often reveals the wound’s specific arena. The problem that feels too close to the wound’s own content is the one most likely to be managed around rather than fully engaged.

10. What do you do with a genuinely unsolicited compliment about your work from someone you respect?

Track the internal sequence: the compliment arrives, and then what? The speed of the deflection, the content of the internal diminishment, reveals the receiving impairment’s current state.

11. What business decision are you consistently delaying, where the delay has no genuine strategic justification?

The delay that persists without strategic reason is wound-maintained. What would happen if the decision were made? What is the wound protecting against?

12. If you were advising a client whose business looked exactly like yours — same revenues, same patterns, same ceiling — what would you tell them to do that you’re not doing yourself?

The gap between the advice you’d give and the action you take is the wound’s specific influence in your own business. The advice knows what’s needed; the wound is what’s maintaining the gap.

If these questions surface more than you expected — the Abundance GPS community on Skool offers a free trial. Come as you are.