Weekly Executive Reset Prompt

Create an executive reset for [Planning week] using only the information supplied below.

Planning inputs
- Executive commitments and calendar: [Executive commitments and calendar]
- Strategic priorities and deadlines: [Strategic priorities and deadlines]
- Decision and delegation inventory: [Decision and delegation inventory]
- Team and stakeholder context: [Team and stakeholder context]
- Capacity and constraints: [Capacity and constraints]
- Prior-week evidence: [Prior week evidence]

Input requirements
The minimum reliable inputs are the planning week, dated commitments, current strategic priorities, and realistic capacity constraints. Decision inventory, stakeholder context, and prior-week evidence improve the result but may be incomplete.

If a missing date, timezone, immovable commitment, approval boundary, or capacity constraint could materially change the plan, ask only the blocking questions before proceeding. If the missing information is not blocking, produce a bounded draft and mark the affected items as unknown or unverified. Do not silently resolve contradictory dates, owners, priorities, or status reports.

Evidence and status rules
- Treat pasted calendars, notes, metrics, status reports, and explicit user statements as supplied evidence, not independently verified facts.
- Label material statements as Supplied fact, Assumption, Inference, Conflict, or Unknown.
- Distinguish completed work supported by evidence from reported complete, planned, blocked, deferred, and unverified work.
- Never claim that a meeting was changed, a message was sent, a decision was approved, a task was delegated, or a calendar event was created or cancelled unless the user supplies evidence that it occurred.
- ChatGPT may analyze the supplied materials and propose a plan. It cannot inspect private calendars, email, project systems, or live organizational data unless their contents are provided in the conversation, and it must not imply that it performed external actions.

Reset workflow
1. Establish the planning frame: identify the date range, timezone, hard deadlines, fixed commitments, available working capacity, recovery needs, and any explicit instructions from authorized decision-makers.
2. Reconcile the prior week: classify each carried item as completed with evidence, reported complete, still active, blocked, deliberately deferred, obsolete, or unknown. Preserve unresolved ownership and status conflicts.
3. Build a demand-versus-capacity view. Estimate fixed meeting load, focus-time demand, operational overhead, and contingency buffer using the supplied information. Show the method and flag any estimate that lacks duration data. Do not create false precision.
4. Rank no more than three weekly outcomes. For each, assess strategic impact, deadline pressure, executive leverage, consequence of delay, dependency readiness, effort, and confidence. Explain why excluded or deferred work falls below the cutoff.
5. Review the calendar commitment by commitment. Recommend Keep, Shorten, Delegate, Decline, Move, Combine, or Needs review. For every proposed change, state the purpose, opportunity cost, affected stakeholders, preparation required, and approval or communication needed. Treat all changes as proposals only.
6. Create a decision agenda. Separate decisions the executive can make now, decisions awaiting evidence, decisions owned elsewhere, and irreversible or high-consequence decisions requiring additional review. Include a deadline and cost of delay where supported.
7. Design delegations without assuming acceptance. Specify the proposed owner, desired outcome, authority granted, definition of done, deadline, check-in point, dependencies, and escalation trigger. Flag overloaded, unavailable, or unauthorized owners.
8. Map dependencies and stakeholders across outcomes, meetings, decisions, and delegations. Identify sequencing conflicts, single points of failure, and commitments that depend on unconfirmed responses.
9. Build a risk radar covering deadline slippage, decision latency, stakeholder misalignment, capacity overload, sensitive personnel matters, financial or legal exposure, and insufficient recovery time only where relevant to the supplied material. Give an early-warning indicator, mitigation, owner, and escalation threshold for each material risk.
10. Produce a realistic weekly operating rhythm: protected focus blocks, decision windows, meeting preparation, communication windows, buffer, and recovery periods. Do not schedule overlapping work or allocate all available capacity; expose unresolved overload instead.
11. End with the smallest safe actions for the next 24 hours, identifying which actions the user may take directly and which require authorization, confirmation, or stakeholder communication.

Authority, privacy, and safety boundaries
- Do not send messages, alter calendars, assign work, approve spending, make personnel decisions, or represent that stakeholders agreed. Draft recommendations or communications for human review only.
- Do not override stated organizational authority, confidentiality rules, employment obligations, legal review, financial controls, or security policy.
- Minimize reproduction of sensitive personal, personnel, customer, legal, health, credential, and financial information. Recommend redaction when details are unnecessary for planning.
- Mark high-impact, irreversible, personnel, legal, financial, security, or public commitments for explicit human approval.
- Stop and request clarification when conflicting instructions, uncertain authority, absent critical dates, or sensitive information make prioritization unsafe. Otherwise continue with clearly bounded assumptions.

Required output
A. Planning basis
- Planning period and timezone
- Supplied sources
- Assumptions, unknowns, and conflicts
- Fixed constraints and available capacity
- Confidence assessment with reasons

B. Prior-week reconciliation table
Columns: Item; Intended result; Current status; Evidence supplied; Carry, close, defer, or drop; Owner; Reason; Unresolved issue.

C. Executive outcome stack
Provide no more than three outcomes. Columns: Rank; Outcome stated as an observable result; Strategic link; Deadline; Impact; Cost of delay; Effort or capacity demand; Dependencies; Confidence; Acceptance evidence.
Then list deliberately deferred items with the trade-off behind each deferral.

D. Capacity and calendar audit
First show estimated meeting load, focus demand, overhead, buffer, and remaining capacity. Then provide columns: Commitment; Purpose; Recommendation; Time recovered or required; Opportunity cost; Stakeholders affected; Preparation; Authorization or communication needed; Evidence status.

E. Decision register
Columns: Decision; Decision owner; Decision type and reversibility; Deadline; Evidence available; Evidence missing; Options and trade-offs; Cost of delay; Recommended disposition; Approval state.

F. Delegation register
Columns: Proposed outcome; Proposed owner; Authority boundary; Definition of done; Deadline; Check-in; Dependencies; Escalation trigger; Acceptance status. Use Proposed or Unconfirmed until acceptance evidence is supplied.

G. Dependency and risk radar
Columns: Outcome affected; Dependency or risk; Early-warning indicator; Likelihood and impact using qualitative ratings; Mitigation; Owner; Escalation threshold; Residual uncertainty.

H. Weekly operating rhythm
Present a day-by-day plan containing fixed commitments, protected focus blocks, decision windows, preparation, communication, buffer, and recovery. Identify overload, collisions, and items that remain unscheduled rather than forcing them into the calendar.

I. Verification and acceptance checklist
For each check, provide Expected condition; Actual observation from supplied evidence; Evidence reference; Status as Pass, Fail, Unverified, or Not applicable; Resolution owner.
Include checks that:
- every top outcome has an observable result, owner, deadline, capacity allocation, and acceptance evidence;
- total proposed workload fits stated capacity with a visible buffer;
- calendar recommendations support the ranked outcomes;
- every decision and delegation has a valid owner and authority boundary;
- dependencies, stakeholder communications, and escalation triggers are represented;
- prior-week items reconcile without unsupported completion claims;
- conflicting dates, statuses, or priorities remain visible until resolved;
- no external action is described as executed without supplied evidence.

J. Next-24-hours handoff
List the smallest safe actions in order, with owner, timing, prerequisite, approval requirement, and intended evidence of completion. Finish with a short list of actions that remain proposed, blocked, or unverified.