Built for ADHD brains – structured support for executive function challenges.
The most useful thing you can do at the end of a week is spend fifteen minutes understanding what happened - what worked, what didn't, and what to carry forward. This worksheet structures that review.
Marketing director at a mid-size SaaS company who reports feeling constantly busy but unaccomplished. Gets through task lists but questions whether the work matters. Came to coaching because annual review noted strong execution but lack of strategic impact.
Frame this as a pattern detector, not a productivity audit. 'You're completing things but not feeling productive. Let's track a week to see where the disconnect lives.' Many high-functioning clients resist examining victories because they dismiss their own accomplishments. Name this upfront: 'The victories section isn't cheerleading - it's data about what's actually working.'
Victory section completed in under 30 seconds or filled with task completions rather than outcomes. Struggles section focuses on time management rather than impact or meaning. If the seven questions get identical answers week after week, the client is answering from habit rather than reflection.
Start with the gap between Victories and how they feel about progress (question 7). Ask: 'You wrote down three victories but rated your progress as disappointing. What makes a victory not count?' This surfaces the hidden criteria they're using to evaluate their work that may be disconnected from actual results.
If Victories section stays consistently empty despite completing tasks, or if question 7 shows persistent negative self-evaluation regardless of accomplishments, the client may have internalized productivity shame that coaching alone won't resolve. Severity: moderate. Response: explore the source of their productivity standards and whether perfectionism is masking deeper identity concerns.
VP of Operations with ADHD who has a consistent weekly pattern: strong planning and execution Monday-Tuesday, then complete breakdown Wednesday-Friday. Seeks coaching because the pattern is affecting team confidence and project delivery timelines.
Position this as a cycle mapper, not a failure tracker. 'You know the pattern exists - let's get specific about what triggers the Wednesday shift.' ADHD clients often resist documenting struggles because it feels like evidence of incompetence. Reframe: 'The breakdown isn't random. Something systematic is happening, and we need data to see it.'
Struggles section blames external factors (meetings, interruptions, urgent requests) without examining internal patterns. Victory section may be empty for Wednesday-Friday or focus only on Monday-Tuesday wins. Watch for vague language like 'lost focus' instead of specific behavioral descriptions.
Start with question 1 (what you've been focusing on) and question 4 (challenges faced). Ask: 'Read me Tuesday's focus versus Thursday's focus. What changed?' The shift from planned priorities to reactive mode usually happens at a specific trigger point that the client hasn't identified yet.
If the Wednesday breakdown involves complete task abandonment, emotional dysregulation, or impacts basic self-care, this may indicate ADHD medication timing issues or unmanaged rejection sensitive dysphoria. Severity: moderate to high. Response: continue coaching but recommend medical consultation for medication review and consider whether midweek triggers involve interpersonal conflict the client is avoiding.
Senior consultant at Big Four firm up for partner track who uses weekly reviews to track billable work and client deliverables. Coaching was mandated after 360 feedback showed strong technical skills but limited leadership presence and strategic thinking.
Frame this as expanding the definition of productive work. 'Your evaluation captures client delivery well. Now let's track the leadership work that doesn't show up on timesheets.' Expect resistance to including 'soft' activities in victories. Counter: 'Partner track isn't about more client work - it's about different work.'
Victories section filled entirely with project completions and client outcomes. Struggles section focuses on time management or workload rather than leadership challenges. Questions 5 and 6 (limiting beliefs and learning) get skipped or answered with technical insights rather than leadership development.
Start with question 3 (accomplishments) versus question 6 (what you learned). Ask: 'Your accomplishments are all client-facing. Your learning section is empty. What does that pattern tell you about where you're putting development energy?' This reveals whether they're optimizing for current role versus future role.
If the client consistently cannot identify any leadership-related struggles or learning, they may be avoiding the developmental work required for advancement. This often masks imposter syndrome or fear of being seen as incompetent outside their technical expertise. Severity: low to moderate. Response: continue coaching but directly address the gap between current competencies and partner-level expectations.
Head of Customer Success at a growing startup who consistently attributes weekly struggles to team performance issues, inadequate systems, or leadership decisions. Came to coaching because CEO noted pattern of deflecting accountability in leadership team meetings.
Frame this as a control audit, not a blame assessment. 'You're identifying real problems in your struggles section. Let's separate what you can influence from what you can't.' Many leaders resist examining their own contribution to systemic issues. Position it as strategic: 'Partners want to know what you can control, not what's broken around you.'
Struggles section consistently uses passive voice or external attribution ('team missed deadlines,' 'system went down,' 'leadership changed priorities'). Victory section may take credit for team wins without acknowledging team contribution. Questions about limiting beliefs and learning get deflected to organizational issues.
Start with the language patterns in the struggles section. Ask: 'Read me your struggles from this week. Now read them again and tell me which ones include the word 'I.'' This makes the external attribution pattern visible without making it wrong. Then ask: 'Pick one struggle that mentions someone else. What was your part in how it played out?'
If the client cannot identify any personal contribution to struggles after multiple weeks, or becomes defensive when asked about their role, this may indicate deeper accountability avoidance that could derail leadership effectiveness. Severity: moderate. Response: continue coaching but name the pattern directly and assess whether the client is coachable on personal responsibility or needs a different intervention.
ADHD adult who wants to declutter but gets overwhelmed by whole-home projects
ADHDADHD adult who avoids starting tasks because they won't be able to do them perfectly
ADHDI know executive function is a challenge for me but I'm not sure which areas are the biggest gaps
