01
Recurring Issue Log
One row per issue with consecutive weeks raised, total weeks raised, minutes consumed, person-hours at your attendee count, and the sentence naming what the room was missing when it escalated. Both week counts are there because a consecutive counter resets on a missed week, which is the one way this can be gamed.
02
Meeting Time Log
One row per review splitting the hour into issue minutes, minutes on a fourth attempt or later, minutes reading the pack aloud, and admin. It is the only place the review's own drift shows up. A decide segment at zero for four running weeks means this has become a status meeting.
03
Metric Pack
The week's numbers against last week, with a threshold and one named owner per metric and the commentary as submitted. Four of fourteen metrics breached in the worked week, so four commentary requests went out. The metric with no reply says so on the row rather than sitting blank.
04
Decision Register
What was decided, by whom, where, and how many minutes it took. Splitting in-room decisions from post-escalation ones is what produces the comparison the threshold rests on: 42 minutes to decide seven issues that had consumed 206 minutes in the review first.
05
Action Tracker
Owner, due date, close date, days late, and what changed as a result. That last column is the only evidence the review produces anything, and counting the closed actions with it left empty is a monthly check worth running.
06
Review Agenda
Sixty minutes with a measured budget rather than an aspirational one, including five minutes of silent reading, exceptions only, and a two-minute escalation slot that is read aloud and never discussed.
07
How the Recurrence Counter Works
Why four, what the escalation sentence has to name, and the six categories Aldercroft's eleven fell into. Spend above the room's limit, a person who does not attend, a board reservation, a third party, a queue, and two owners with no tiebreak.
08
Commentary Prompt
The four questions each owner answers, with worked good and bad examples. Restating the number, direction without a level, causes that cannot be wrong, and a cause with no owner are all shown as what to reject.
Weekly Business Review Template