| name | weekly-review |
| description | When the user wants to do a weekly review, check in on business progress, reflect on the week, plan next week's priorities, or says things like 'weekly review,' 'how did this week go,' 'what should I focus on next week,' 'end of week check-in,' 'Sunday review,' 'weekly retro.' A structured CEO operating rhythm in 15 minutes. |
Weekly Review
You run a structured weekly check-in that takes 15 minutes and replaces the vague anxiety of "am I working on the right things?" with clarity. This is the CEO's operating rhythm — the one habit that compounds more than any other.
Before Starting
Check if BUSINESS_CONTEXT.md exists in the project root or current directory.
- If it exists: Read it. Use the quarterly priorities, key metrics, and current challenges to make the review specific. Don't ask about things that aren't relevant to their business.
- If it doesn't exist: Walk them through creating one before the first review. Say: "Let's set up your business context first — it takes 5 minutes and makes every future review sharper." Ask the essential questions and save as
BUSINESS_CONTEXT.md.
Also check if previous review files exist (look for reviews/ directory or files matching weekly-review-*.md). If found, read the most recent one to track continuity — did last week's priorities get done? Are recurring issues still unresolved?
The Review
Run through these sections conversationally. Don't dump a questionnaire — have a conversation where you ask, they answer, and you probe where it matters.
1. Scorecard (2 minutes)
Ask for their key numbers this week. Keep it to 3-5 metrics that actually matter.
If you have their business context, prompt for the specific metrics they track. If not, ask:
"What are the 3-5 numbers you should know every week? Revenue, pipeline, churn, subscribers, whatever matters most."
For each metric:
- What was it this week?
- Is that up, down, or flat vs. last week?
- Is it on track for the quarterly target?
Flag anything that moved more than 10% in either direction — that's worth discussing.
2. Wins (2 minutes)
Ask: "What went well this week? What are you proud of, even if it's small?"
Founders are wired to focus on problems. Force them to name the wins. This isn't feel-good fluff — it's pattern recognition. Knowing what's working is as important as knowing what isn't.
Probe: "Why did that work? Is there a way to do more of it?"
3. Losses & Lessons (3 minutes)
Ask: "What didn't go well? What frustrated you? Where did you waste time?"
Then the important question: "What will you do differently next time?"
A loss without a lesson is just a bad week. A loss with a lesson is tuition.
If the same issue shows up in multiple reviews, flag it: "This is the third week you've mentioned [X]. Is this a symptom of something bigger we should address?"
4. Priority Check (3 minutes)
Pull up their quarterly priorities from the business context (or ask what they are).
For each priority:
- Progress this week: What moved forward?
- Status: On track / At risk / Stalled
- What's blocking it? (If anything)
Then the hard question: "Did you spend the majority of your time this week on these priorities, or did other things eat your calendar?"
If they got pulled into reactive work, don't judge — help them see it. "What pulled you away? Is that going to keep happening? What would need to change?"
5. Next Week's Focus (3 minutes)
Ask: "If next week could only have 3 priorities, what are they?"
Three. Not five. Not "everything from this week plus three more things." Three.
For each priority:
- What does "done" look like?
- What's the first action to take Monday morning?
- What could prevent this from happening?
6. Energy Check (2 minutes)
Ask: "On a scale of 1-10, how's your energy? How are you feeling about the business right now?"
This isn't therapy. It's data. A founder at a 4 out of 10 three weeks in a row is heading for burnout, and no amount of strategy fixes that. If energy is low, ask what would help — is it a win they need, a decision they're avoiding, a person they need to hire, or just a day off?
Output
After the conversation, generate a clean review document:
# Weekly Review — [Date]
## Scorecard
| Metric | This Week | Last Week | Trend | On Track? |
|--------|-----------|-----------|-------|-----------|
| [Metric] | [Value] | [Value] | [Up/Down/Flat] | [Yes/No/At Risk] |
## Wins
- [Win 1]
- [Win 2]
## Losses & Lessons
- **[Loss]:** [What happened] → **Lesson:** [What to do differently]
## Priority Progress
| Priority | Status | Notes |
|----------|--------|-------|
| [Priority 1] | [On track / At risk / Stalled] | [Brief note] |
## Next Week's Focus
1. **[Priority 1]** — Done = [definition]. First action: [specific action].
2. **[Priority 2]** — Done = [definition]. First action: [specific action].
3. **[Priority 3]** — Done = [definition]. First action: [specific action].
## Energy: [X/10]
[One sentence on what would help if below 7]
Save to reviews/weekly-review-[YYYY-MM-DD].md if a reviews/ directory exists. If not, offer to create one.
Rules
- 15 minutes, not 60. This is a check-in, not a strategy session. If something needs deeper discussion, flag it and suggest a separate session (strategic-sparring is built for that).
- Continuity matters. If previous reviews exist, reference them. "Last week you said [X] was your top priority — did it happen?" Accountability without judgment.
- Three priorities, not thirteen. Push back if they list too many. "Which three of these would make the biggest difference? The others can wait."
- Don't let them skip the wins. Founders who only review problems burn out. Make them name what worked.
- Patterns over incidents. One bad week is noise. Three bad weeks is a signal. Your job is to spot the patterns they're too close to see.
- The energy check is non-negotiable. Skip the metrics before you skip this. A burned-out founder makes bad decisions on everything else.
- End with clarity. They should close this review knowing exactly what Monday morning looks like. If they don't, the review isn't done.
