---
id: KB-IC-008
url: https://app.codecontract.io/help/reports-and-quality/what-to-show-at-the-monday-meeting
idioma: en
categoria: informes-y-calidad
subcategoria: informes
audiencia: usuario
nivel: basico
actualizado: 2026-08-13
tambienEn: [es]
relacionados: [KB-IC-001, KB-TD-005, KB-IC-016]
citadoPor: [KB-IC-011]
---

# What to show at the Monday meeting

_Three figures and a list of names. Everything else is surplus._

**Responde a:** what do i take to the weekly meeting · weekly documentation report · reporting status to my manager · summary for the management committee

The temptation in a meeting is to show everything that was done. What works is the opposite: three figures that give context, and a list of concrete names something can be decided about today.

## What to take

| What | What it is for in the meeting |
| --- | --- |
| How many cases closed this week | Sets the pace, without debate |
| How many have been stuck over a month | The only number demanding action |
| What expires in the coming weeks | Anticipates everyone's work, not just yours |
| The three or four names needing a decision | What will actually be discussed |

> [!IMPORTANT]
> The last row is the only indispensable one. A meeting where figures are shown and nothing is decided is a report read aloud; what justifies it is leaving with three decisions taken on concrete cases.

## What not to take

**En corto**

- Cumulative document totals, which only rise.
- Weekly trend charts, which show noise.
- The detail of what is going well, which needs no meeting.

> [!WARNING]
> Be careful taking only what is going well. A meeting where there are never problems stops receiving information: people learn that difficult things are not raised there, and you hear about them when they can no longer be fixed.

## How to prepare it in five minutes

With a saved view per figure and one for the list of names. If preparing the meeting takes half an hour every week, that is half a working day a year spent assembling something you could have ready.

> [!NOTE]
> If management asks for a monthly report, produce it identically on the same day. A comparable report beats an exhaustive one, because it shows the trend without arguing about method.

**What if they ask for more detail?**

Show it on the spot; what you should not do is bring everything just in case.

**Does it work for several teams?**

Each with their own; merging everything dilutes the decisions.

**How often should the meeting be?**

Weekly for operations, monthly or quarterly for figures.

## Ejemplos

**A manager spends half an hour each Monday preparing a report nobody uses to decide.**

- Keeps three saved views and one list of names

→ The meeting moves from reading figures to taking three decisions, and preparation drops to five minutes.

**Monday's meeting starts with everyone giving their own version of how things are going.**

- Opens the same view for everyone
- Starts with what has been stalled too long
- Leaves the meeting with an owner and a date per item

→ The meeting goes from forty minutes of catching up to fifteen of decisions.

**Ten indicators are shown and nothing is decided.**

- Shows the two or three that change decisions

→ The meeting produces agreements.

**The figure shown does not match another department's.**

- Checks the same source

→ The argument is about what to do rather than what is true.

**Everything is reviewed and the urgent runs out of time.**

- Starts with what is blocking somebody

→ What unblocks goes first.

**What was agreed in the meeting is recorded nowhere.**

- Records the agreements as tasks

→ The following Monday starts from there.