Week 1 Review example
Week 1 Engagement | Confidential Leadership Report
This week, I spent 38 hours embedded in your operations—observing team meetings, job site visits, client interactions, and day-to-day decision-making. I've identified four critical improvement areas, provided 14 real-time coaching interventions, and documented patterns that are directly impacting your revenue and team morale.
38
Hours On-Site
14
Coaching Interventions
6
Key Patterns Identified
I track specific leadership behaviors and their week-over-week trends. Here's your baseline week:
Decision Velocity
Speed of making operational decisions
2/10
Needs Immediate Work
Communication Clarity
Team understanding of expectations
5/10
Moderate - Improvement Possible
Delegation Effectiveness
Quality and follow-through on delegated tasks
4/10
Below Average
Team Engagement
Team morale and participation levels
7/10
Solid Foundation
Accountability Enforcement
Following through on consequences and standards
3/10
Critical Weakness
Strategic Thinking Time
Hours spent on high-level business strategy
6/10
Room for Growth
Interpretation: Your strengths are team engagement and strategic thinking capacity. Your critical gaps are decision velocity and accountability enforcement. These will be our primary focus areas moving forward.
After weeks of avoiding it, you had the performance conversation with Brian (your project manager who's been chronically late on reporting). You used the framework I provided, stayed direct but respectful, and set clear expectations.
Impact:
Brian submitted all overdue reports by Thursday, apologized to the team, and has been on time every day since. Your team commented that they respect you for "finally doing something about it."
You'd been deliberating on the new excavator purchase for 3 weeks. After our conversation about decision paralysis, you reviewed the data one final time and pulled the trigger.
Impact:
Equipment arrives next week, which means you can bid on the Henderson project you've been waiting to pursue. Estimated value: $85K. This ONE decision could pay for my consulting engagement 8x over.
You took my suggestion and started doing 10-minute morning standups with your crew leaders. Day 1 was rough (you weren't sure what to say), but by Day 2 you found your rhythm.
Impact:
Thursday's standup surfaced a materials issue that would have delayed the Riverside project by 3 days. Because you caught it early, your foreman was able to reroute supplies and stay on schedule. This saved you $4,500 in penalty fees.
During the Monday job site visit, I observed two crew members not wearing hard hats in an active zone. You saw it too, but you didn't say anything. Later, you told me you "didn't want to embarrass them in front of the client."
Why This Matters:
Safety isn't negotiable, and your silence sent a message that it's optional. Your crew needs to know you'll enforce standards regardless of who's watching. This is a liability and a leadership credibility issue.
What Should Have Happened:
Pull them aside immediately (not in front of the client, but within 2 minutes), state the expectation, and have them correct it on the spot. Then follow up with a crew-wide reminder at the next standup.
The Martinez account sent a frustrated email Tuesday about a delay. You drafted a response Wednesday morning, then got distracted and never sent it. By Thursday, they escalated to a phone call (which could have been avoided).
Why This Matters:
Unresponsive leadership damages client relationships. That 24-hour delay made them feel ignored and amplified their frustration. What was a minor complaint became a "we're considering other contractors" conversation.
Pattern Alert:
This is the third time this week I've seen you draft communications and not follow through. You need a system (I'll send you one) to ensure client communications are sent same-day.
You blocked Friday afternoon for strategic planning (working on your Q2 growth plan). At 1 PM, a non-urgent materials issue came up, and you canceled your planning time to handle it personally—despite having two capable managers who could have dealt with it.
Why This Matters:
You're sacrificing CEO-level work for manager-level tasks. This pattern keeps you stuck in operational mode instead of growing your business. Your calendar should protect strategic time like it's a client meeting—because your business growth IS your most important "client."
Next Week's Commitment:
You're blocking Thursday 2-5 PM for strategic work. No matter what comes up, you're delegating it. I'll hold you accountable to this.
I track recurring behaviors to identify what's helping vs. hurting your leadership effectiveness:
Based on this week's observations, here's where we're focusing our energy next week:
I'm going to push you to make faster decisions. We're implementing the 24-hour rule for all non-critical decisions. I'll be there to coach you through the discomfort.
You did great with Brian—now we're going to replicate that. I'll observe your one-on-ones and give you real-time feedback on how to hold people accountable without being a jerk about it.
We're treating Thursday afternoons as sacred CEO time. I'll help you build a delegation framework so you're not the bottleneck for every operational decision.
Bottom Line: This was a solid first week. You're coachable, you're willing to try new things, and your team genuinely respects you. The gaps we identified aren't fatal—they're fixable. Let's keep the momentum going.