I used to hate weekly reviews. They felt like paperwork. Fill out a form nobody reads. File it somewhere nobody looks. Repeat until you stop doing them entirely. But I started doing them anyway because the alternative was worse — arriving on Monday with no idea what was blocked what was urgent or who was waiting on what. The weekly review changed for me when I stopped treating it as reporting and started treating it as diagnosis. The question is not what happened this week. The question is what almost broke and do we have a process for it. What a real weekly review captures Most weekly reviews are activity logs. Here is what I did this week. This is not useful. A diagnostic review captures four things. What was accomplished versus what was planned. What was blocked and why. What ad hoc work consumed the team and whether it is becoming a pattern. And most importantly a process health score that tells you which system is straining before it breaks. The four quadrants Accomplished versus planned.…