The weekly review that survives a bad week
Turns a week of scattered notes into an honest account of where the time went, what moved, and the one thing worth protecting next week.
Four prompts that turn a week's worth of scattered notes, unread threads, and half-finished plans into something you can act on before your first meeting.
A sequenced stack — each prompt is meant to feed the next.
How to use it
Run them in this order and the whole thing takes about forty minutes.
Start with the weekly review on last week's calendar export — not your memory. Then run the transcript prompt on any meeting from Friday that nobody wrote up. Whatever the review says you're avoiding, put it through the pre-mortem. Finish with the triage, once you know what actually matters this week rather than what merely arrived.
The order matters. Reviewing before planning means you're planning against what happened rather than what you remember happening.
The stack
Work top to bottom. Copy a prompt, run it, then carry what you learned into the next.
01 → 04
Turns a week of scattered notes into an honest account of where the time went, what moved, and the one thing worth protecting next week.
Separates what was decided from what was merely discussed, attributes owners, and flags the open questions everyone left the room assuming someone else would answer.
Hands the model a plan and asks it to write the post-mortem for a failure that hasn't happened yet. Surfaces the risks your team is too invested to name out loud.
Takes an overloaded list and sorts it into what actually ships, what gets dropped on purpose, and what someone needs to be told — instead of pretending it all fits.
Keep going
Six prompts covering what a marketing team actually ships in a week — positioning, the landing page, the deck, the leave-behind one-pager, outreach, and social that isn't about nothing.
The four prompts for the part of job hunting that is actually work: making a résumé match one posting, writing a letter that couldn't be sent to anyone else, and walking in prepared.
For the management work nobody trains you for — giving feedback that lands, cutting scope when the date won't move, and writing the update people actually read.