Gantrywell Leadership Team Update, Week 21
Leadership team update deck: eight slides every week
A weekly leadership team update has to show, in under half an hour, whether the numbers moved, whether last week's decisions actually happened, and what each executive needs from the others before next Monday. Gantrywell, an invented managed detection company, runs the same eight slides every week, starting from six fixed numbers and ending on three asks with names and dates.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Names the week so every weekly deck files in order and the team knows which numbers are current.
- Slide 2metrics
- Pipeline, ARR and incidents in six numbers, the same six every week.
- Slide 3checklist
- Last week decisions with their status, so nothing agreed in this room quietly stalls.
- Slide 4metrics
- The live risk register in five lines, each with an owner, a trend and the next step.
- Slide 5timeline
- The next fortnight in seven dates, so everyone sees the collisions before they happen.
- Slide 6pillars
- The week news in six short cards, good and bad, so the team hears it here first.
- Slide 7takeaway
- The one thing the team should take away from this week.
- Slide 8closing
- Closes with the asks, each to a named person with a date.
Slide by slide
Slide one names the week and the quarter position, week 8 of 13. Slide two shows the six numbers. Slide three checks last week's decisions. Slide four is the risk table. Slide five lays out seven dates across the next fortnight, including two contract stage deals worth $310K due on 28 May, enough to close the $0.3M gap. Slide six gives the week's news in six cards, from a hospital win to two analysts leaving. Slide seven states the one thing that matters this week. Slide eight lists three asks, each from one executive to another with a date.
How to adapt this deck
A product company should swap incidents and response time for active users and release count, keeping six numbers and never more. A leadership team that meets fortnightly should widen the timeline to four weeks and add a slide on decisions needed today, because fewer meetings means larger agendas. If the team keeps running over time, cut the news slide first: it is the part people can read on their own before the meeting.
What meeting and risk guidance says
The Table Group, which developed the weekly tactical meeting, describes a lightning round in which each leader states the three most important things they will do that week, with questions held for the agenda rather than discussed on the spot. The Institute of Risk Management's short guide to RAID logs recommends recording risks, assumptions, issues and dependencies in one place and updating them as decisions are made. This deck combines both: priorities and asks, plus a risk table reviewed every week.
What makes this deck work
The same six numbers every week
Slide two always shows ARR, Q2 net new ARR, weighted pipeline, incidents contained, median response and priority one incidents. This week ARR is $11.2M and Q2 net new ARR $0.9M against $1.2M. Because the six never change, a change in any one of them is noticed at once.
Last week's decisions are checked
Slide three lists the eight decisions from 17 May with five done, two in progress and one blocked by three customers still on an old server. Reviewing decisions before making new ones is what stops a weekly meeting becoming a place where things are agreed and then forgotten.
Risks carry a trend
The table on slide four gives each of five risks an owner, a next step and a trend against last week. The $0.3M ARR gap and cloud cost are worse, the July renewal and SOC 2 gaps better. The rule in the caption sends anything worse two weeks running to the board.
Questions people ask
What should a weekly leadership team update include?
A fixed set of numbers, the status of last week's decisions, the current risks, the next two weeks of key dates, short news, and asks between leaders. Keep it to eight slides or fewer so the meeting spends its time deciding, not presenting. Detail goes in the pre-read.
How many metrics should a leadership weekly show?
Five to eight, always the same ones, in the same order. Changing the set each week makes trends impossible to see. Pick numbers that can move within a week, such as pipeline and incidents, and leave slower measures like retention to the monthly review.
Who prepares the leadership team update each week?
Usually a chief of staff or an executive assistant collects the numbers and status lines, and each executive owns their own risks and asks. Set a deadline, such as Friday close for numbers and Sunday evening for risks, so the deck is final before the meeting starts.
How do I track decisions from one leadership meeting to the next?
Open each meeting with last week's decisions and a status for each: done, in progress or blocked, with one line of detail. A decision blocked for two weeks running should become an agenda item. This takes a few minutes and is the main reason weekly meetings stay useful.
What makes a good ask in a leadership update?
It names who is asking, who is being asked, what exactly is needed and by when, like the COO asking the CFO to approve a $45K retention budget by Wednesday. Asks without a person and a date tend to be repeated week after week without anything happening.
Can every slide in the deck use a dark background?
Yes. Each slide has a colour mode button that cycles through four modes, spectrum, matching, outline and dark, and this deck sets every slide to dark. The mode is stored per slide, so a single slide can be switched back to a light mode when it reads better.
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Sources
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