The weekly review, but for your whole team

It is nine on a Monday and six people have started the week with six different pictures of it. Each picture is plausible. Two of them collide on Thursday, one assumes a designer who is on leave, and nobody will find out until Wednesday. Getting Things Done (GTD) solved this problem for individuals decades ago: the weekly review asks you to empty your head, look at every open commitment, and decide what the coming week actually holds. It works because it is a reset rather than a status report. Teams rarely give themselves the same thing.

What most teams run instead is a standup, and a standup is a recital. Each person reads out yesterday and today while everyone else waits for a turn. Nobody redraws the week itself. A weekly review for a team does the opposite: it puts the whole week on the table and lets the group reshape it together. Thirty minutes on Monday covers it, in four passes.

First five minutes: clear last week's residue

Unfinished tasks are unmade decisions. Each one deserves a verdict: it moves to a named day this week, it goes to a someday list, or it dies. Say the verdict out loud, because a task that silently rolls forward for the third week is a small lie the plan tells itself. In ToDoing, overdue tasks roll to today on their own, so the residue is already sitting in front of the group when the meeting starts, and the Someday column is one click away for work that should wait.

Next ten minutes: lay the five days out, per person

Go around the team, one person at a time, and put their work on real days. Three tasks on Tuesday is a plan. Forty tasks in a ranked list is a wish, and a ranked list hides overcommitment that a week exposes instantly. We wrote about why in Plan the week, not the backlog. This pass is also where leave and public holidays stop being surprises: if Thursday is a holiday in Nairobi but not in London, the plan should show it before anyone books work against it.

Next ten minutes: check the milestones landing this week and next

Deadlines slip in silence. Put every milestone due in the next fortnight beside the work meant to reach it, and the silence ends. If the tasks feeding a Friday milestone are all stacked on Thursday, you have found the slip four days early, while moving one task still fixes it. ToDoing keeps milestones on the same calendar as the tasks, so the gap between a flag and the work underneath it is visible without anyone compiling a report.

Last five minutes: say the trade-offs out loud

Every replan costs something. One person is carrying six tasks on Wednesday while a teammate has two. The client review moved, and now two projects want the same designer on Thursday. These are choices, and a team that leaves them unspoken makes them by accident. Name them, pick, move on. The meeting ends when the week on the screen matches the week the team intends.

Rename to something query-adjacent and self-describing, e.g. "## Run the review on one shared screen". The four timed pass headings can stay as they are; they read well as steps.

The ritual needs one surface everyone can see and touch. ToDoing's Overview puts the whole team's week on a single grid, rows for people or for projects, and dragging a task to a new day or a new person is the entire edit. Changes land on every screen in under a second, so one person drives while the room argues. Because My Week and the team grid are the same data seen two ways, what the group agreed on Monday is exactly what each person opens on Tuesday morning. They cannot drift apart. Free covers three people and three projects; five people on Pro cost $10 a month at the time of writing, July 2026.

The review takes thirty minutes. The drift it prevents lasts all week.