A useful weekly growth meeting is short, numbers-first, and decision-oriented: start with the same dashboard every week, no ad hoc slides, flag what moved and why in under ten minutes, then spend the remaining time on the two or three decisions that need to be made this week — kill an experiment, reallocate budget, greenlight a new test. If a meeting is mostly status updates people could have read asynchronously, it's not earning its slot.
The single biggest failure mode is a meeting with no decisions logged afterward — if nothing changes as a result, the meeting was theater, not steering.