# The Weekly Standup Agenda

Fifteen minutes, once a week. Your manager answers five questions and sends them to you. That is the cadence that keeps the routing table and the handoffs from sliding back onto your desk within a month. A system without a cadence decays; this is the cadence.

It is not a meeting. The manager fills the five answers on their own and sends them. You read them in three minutes. You only talk if a number is off or something needs you.

## The five questions

Written for a manager who runs both the field and the office (adjust the labels to your trade):

1. **Jobs.** How many jobs completed versus scheduled this week, and which ones slipped and why?
2. **Money.** Revenue booked this week, and where does past-due over 15 days stand versus last week?
3. **People.** Crew utilization this week, and any callbacks, safety issues, or coverage gaps?
4. **Customers.** Any unhappy customer or review risk, and how was it handled?
5. **What needed the owner.** What reached you this week that should not have, and what rule would stop it next time?

Question 5 is the one that matters for delegation. It is where a repeat interruption gets caught and turned into a rule.

## The daily rule between standups

Between standups, the only trigger is exception. If the standup lands in your inbox on time, you do not check in during the week. If it does not land, you check in. That single rule is the entire daily discipline, and it is what lets you actually step back rather than hover.

## The twice-becomes-a-rule loop

The second time the same item shows up under Question 5, it stops being an answer you give and becomes a standing rule. The manager proposes the rule at that week's standup, and it becomes a new rule card and a new row on the routing table. The same interruption never reaches you a third time.

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## Filled example: Ridgeline Heating & Air, week of Jun 15

Manager: Renata Cole, Service Manager. Sent to the owner Friday, 4 p.m.

1. **Jobs.** 41 of 44 scheduled jobs completed. Three tune-ups slipped to next week on a parts backorder; customers were called and rebooked.
2. **Money.** $52,300 booked. Past-due over 15 days is down from $31,000 to $24,500, so Dana's follow-up is working.
3. **People.** Crew utilization 82%. One callback on the Alvarez job, fixed the same day at no charge. No safety issues.
4. **Customers.** One review risk: a missed arrival window Thursday. I called the customer, comped the $95 trip fee, and they are booked for a free tune-up. Recovered.
5. **What needed the owner.** The diagnostic-fee dispute reached me again (Sam, Tuesday). Second time this month. Proposed rule: first visit, first dispute, waive and note. I am writing the card and adding the row. Nothing else needed you this week.

That week, one real item needed the owner, and it left with a rule attached so it will not come back.

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## The blank agenda (copy this)

**Week of ____________  ·  From: ____________________ (manager)  ·  To: the owner**

1. **Jobs.** Completed vs scheduled: ______ of ______. Slipped and why: __________________________
2. **Money.** Booked this week: $__________. Past-due over 15 days: $__________ (last week: $__________).
3. **People.** Utilization: ______%. Callbacks / safety / coverage: __________________________
4. **Customers.** Unhappy or review risk, and how handled: __________________________
5. **What needed the owner.** Reached me that should not have: __________________________  Rule to stop it: __________________________

**The daily rule:** if this arrives on time, the owner does not check in this week.
