A weekly review is where the practice stops being a collection of tasks and becomes something you are actively steering.

The value comes from looking at the uncomfortable information while there is still time to respond. A review that only records what went well will feel positive but will not protect the practice.

Keep it short enough to repeat

Aim for 20-30 minutes at the same point each week. Use the existing Weekly Review page as the place to record the outcome.

Do not turn the review into a full business-planning session. Its job is to answer:

• What changed this week?
• Where is the practice exposed?
• What matters next?

Start with the facts

Review the current position before writing opinions:

• cash available and payments due
• invoices issued, paid and overdue
• live opportunities and next actions
• current project workload and deadlines
• unplanned additional work
• major decisions waiting on the client or another party
• personal capacity and signs of overload

Use the latest available information. Do not leave a weak number out because it is incomplete or uncomfortable.

Ask the five honest questions

1. What moved forward?