Who should be in the room (and who shouldn't)

The weekly revenue meeting is 30-45 minutes long. It should produce three things: a forecast update for the next 90 days, agreed action items for the next 7 days, and ownership of any open commitments. The wrong people in the room turn it into a 75-minute argument with no action items.

Who should be in the room

Who should NOT be in the room

The GM's skip-level (the regional or area manager) should not be in the weekly. Their presence shifts the meeting from a decision-meeting to a reporting-meeting and slows decisions by 2-3 weeks. They get the variance summary by email, not a seat at the table.

Department heads (executive housekeeper, F&B director, chief engineer) should not be in the weekly. The decisions made are not in their wheelhouse and their time is better spent operating their departments. They get the forecast outcome by email so they can plan staffing.

The corporate revenue / brand revenue team should not be in the property weekly. They get the variance summary and join a monthly portfolio review. Their presence at the property weekly turns the conversation toward portfolio politics rather than property action.

What the wrong room produces

A meeting with 11 attendees, half of whom are silent and half of whom are arguing about decisions they will not execute, produces no decisions and a follow-up meeting. A meeting with 5 attendees who each have a specific role and a specific decision to make produces 4-7 action items per week. Compounded across a year, that gap is 200+ actions taken vs. 60. The discipline is in the invite list, not the agenda.