Weekly team report
A weekly team report template built to be scanned in under a minute: wins, metrics against target, risks with an ask, and next week's focus.
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How to use it well
- →Lead with the metric, not the activity - "shipped the redesign" is a fact about your calendar, "click-through up 18%" is a fact about whether it worked.
- →A risk without an ask is just a complaint the reader can't act on. Naming exactly what you need, and from whom, is what turns a status report into something a manager can actually unblock.
- →Four sections, one screen. The moment a weekly report needs scrolling, people start skimming the wins and skipping the risks - which is the one section that most needs reading.
Part by part
- ## Metrics vs. target
- Against target, not in isolation. A number without its target is trivia — the comparison is what makes it a status.
- ## Risks (with asks)
- The parenthesis is the whole point. A risk raised with no ask is a disclaimer; a risk with a specific ask is a request the reader can act on.
- ## Next week's focus
- Forward-looking, so the report is a plan as well as a record. It also creates the comparison that makes next week's wins section meaningful.
Common mistakes
Listing everything the team did.Activity is not progress, and a full list buries what mattered. Wins should be things that moved a metric or unblocked something, not a record of the week's effort.
Raising risks without an ask.A risk with no request is a way of being on record rather than a way of getting help. Naming what you need converts it from a disclaimer into a decision someone can make.
Reporting metrics with no target.Signups were 340 says nothing without whether 340 is good. The comparison is the information, and omitting it lets a bad week read as a neutral one.
Questions
Who is the audience?
Usually a manager or a peer team, reading quickly. That means the report is optimised for scanning — headings, short bullets, and the number that matters first in each section.
What belongs in wins?
Things that changed a metric, unblocked someone, or shipped. If an item cannot be tied to one of those, it probably belongs in the record of work rather than in a weekly report.
Should bad news go in?
Especially. A report that only ever contains wins stops being read as information, and the first genuinely bad week then arrives as a shock rather than as the trend it was.
Is weekly the right cadence?
For most teams, yes — short enough to be specific, long enough to show movement. Daily produces noise, and monthly is too late for a risk raised in the first week.