Start the leadership meeting with the same facts.
Give product, sales and strategy one weekly brief on the market changes that affect your plan. See the business impact, check the sources and agree who should own the response.
One weekly email · shaped by your priorities · sources includedKnow what needs a decision at your next review.
Take the changes, the business impact and a suggested next step into the meetings already in your diary.
Get the team ready for the discussion
Give each leader the same changes, business impact and sources, so the discussion can begin with what they mean for the plan.
See what the same change means for product, sales and strategy.Decide whether the plan needs to change
See why a development matters to your customers and priorities before changing work that’s already under way.
Your business priorities shape the recommendation.Keep the next review in context
Return to earlier briefs to see what was reported, what was recommended and how the picture has changed since the last discussion.
The archive grows as new briefs arrive.A business from a related market starts targeting your customers.
A new offer targets your main customer group while a customer you follow announces changes to how it buys.
The two developments raise questions about your positioning and customer relationship that product and sales need to assess together.
Ask one executive owner to bring product and commercial leads together, assess the risk and return with a single recommendation.
Agree what happens next.
- 1
Assign one executive owner when several teams need to respond.
- 2
Ask product and commercial leaders to test the same evidence against their plans.
- 3
Carry the decision and its evidence into the next leadership review.
Four questions to guide the discussion.
You’ll find the same four questions each week, with enough detail to agree, challenge or look further.
What changed?
The important move, stated plainly and separated from background noise.
Why does it matter?
What it means for your business, customers and current priorities.
What should happen next?
A clear next step for this week, with an owner.
Where is the evidence?
The source and date, showing when a change was reported or discovered.
Check the evidence before you decide.
Open the source, check the timing and judge the recommendation against what your team knows.
Go back to the source
Read the source behind an important claim before relying on it.
Decide whether it supports the recommended action.Know when the change was found
A report has a publication date. A page change may have happened between two checks. The brief makes the difference clear.
The date we found a change may differ from when it happened.A quiet week can stay quiet
If the evidence doesn’t call for a response, the brief stays short.
See what was reviewed and why some changes were set aside.See how other leaders use the brief.
Explore the questions a weekly brief can support for founders, executives, product and sales leaders.