I. The Real Reasons Why Weekly and Monthly Reports Can't Be Continued
- Written as a diary entry: A busy week, but no "understandable value".“
- Lack of leverage: missing indicators, conclusions, and priorities.
- They dare not write about risks: afraid of making themselves seem incompetent, so they only report good news and not bad.
- Leaders can't finish reading it: too long, too scattered, no conclusion, and requests for resources.
Core usage of DiffMind:Six AIs rewrote the same task using different "report templates".Choose the one that best suits your team culture.
Second, prepare a set of "original materials" first, and then hand them over. DiffMind
Simply list the following content in bullet points; it doesn't need to be written in a fancy way:
- Weekly/Monthly Goals (1-3 items)
- What was done (item list)
- Deliverables (launches, documentation, events, data reports, etc.)
- Key data (write if available, otherwise write "to be supplemented")
- Problems and risks encountered
- Next week/next month's plans
- Whose assistance is needed (resources/decision-making/alignment)?
III. Enable 6 AIs to output simultaneously: three main templates + three enhanced characters
Step 1: Prompt words (can be copied)
I need to write weekly/monthly reports. Position: [Fill in], Team type: [Fill in].
The original materials for this issue are as follows (they may be messy, please help me organize them):
[Paste materials]
Please output 6 versions simultaneously:
1) Outcome-based template: mainly based on goal-KPI-result-impact.
2) Debriefing Template: Focuses on what was done - results - reasons - improvements.
3) Project-based template: mainly based on project milestones - schedule - risks - next steps.
4) Boss's 1-Minute Version: Only retain the conclusion, key figures, and required decisions/resources.
5) Collaborative Alignment Version: Highlights cross-departmental dependencies, bottlenecks, and who needs to do what.
6) Risk Warning Version: Lists top risks, probability/impact, response actions and timelines.
Requirements: Itemized format, directly copyable to the document; avoid vague statements; numbers should be as specific as possible, and if no numbers are available, mark "to be supplemented".
IV. How to choose from three templates (a method for choosing without getting overwhelmed)
- If you are in a data-driven team (growth/operations/sales/advertising): preference will be given to you.Result-oriented
- In a team that emphasizes learning and improvement (product/R&D/management): preference will be given to you.Retrospective
- You are responsible for multi-threaded progress (Project Manager/ToB Delivery/Event Coordination): PriorityProject-based
- You send your boss: Use it firstBoss in 1 minutePlease also attach the full version link/attachment (if internal practice permits).
V. Enhanced Questioning: Transform Weekly Reports into Reports That "Drive Resources"
The true value of weekly reports lies in making others more willing to cooperate with you. I suggest you continue asking follow-up questions in DiffMind:
- “"Change the request for assistance into a more specific request (who, when, and what is needed)."”
- “"Change key results to quantifiable expressions (suggestions on caliber)."”
- “Generate next week's priority ranking (P0/P1/P2) and the reasons.”
Template for follow-up questions (can be copied)
Based on the version I selected, please output the following:
1) The next period's plan is sorted by P0/P1/P2.
2) Change the request for assistance into a forwardable message (including the deadline).
3) Add a sentence to the key results section to indicate the impact (impact on business/users/costs/efficiency).
4) Please provide a summary of this period in no more than 80 words.“
The versions are as follows:
Paste the weekly report you selected.
VI. Deliverables You Will Receive
- Three main templates (Results/Review/Project) can be switched at any time.
- A boss-friendly version (read in 1 minute)
- A risk warning version (more professional and reliable)
- A clearer expression of "needing resources/needing alignment/needing decisions"
