---
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:

```markdown
# 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

1. **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).
2. **Continuity matters.** If previous reviews exist, reference them. "Last week you said [X] was your top priority — did it happen?" Accountability without judgment.
3. **Three priorities, not thirteen.** Push back if they list too many. "Which three of these would make the biggest difference? The others can wait."
4. **Don't let them skip the wins.** Founders who only review problems burn out. Make them name what worked.
5. **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.
6. **The energy check is non-negotiable.** Skip the metrics before you skip this. A burned-out founder makes bad decisions on everything else.
7. **End with clarity.** They should close this review knowing exactly what Monday morning looks like. If they don't, the review isn't done.