Briefing Note Skill
A briefing note gets a principal ready for a decision, a meeting, or a question — on one page, in two minutes. It's ruthlessly concise: purpose, the few facts that matter, the considerations, and what's being asked. This skill writes that note in the standard structure officials and executives expect.
Required Inputs
Ask for these only if they aren't already provided:
- Purpose — why the note exists: for decision, for information, or for a meeting/event.
- The audience — who's being briefed and what they need (and already know).
- The substance — the issue, key facts, relevant background, positions of stakeholders.
- The ask — the decision sought, or the meeting/response the note prepares them for.
Output Format
BRIEFING NOTE — [subject]
Date · Prepared for · Purpose: [for decision / for information / for meeting on DATE]
Issue — one or two lines: what this is about and why it's in front of them now.
Background — the minimum context needed, as tight bullets (dates, decisions to date, who's involved). No history for its own sake.
Key considerations — the factors that matter to the decision or discussion: facts, risks, sensitivities (financial, legal, political, reputational), stakeholder positions. Bullets, not prose.
Recommendation / decision sought — if for decision: the recommended action and one-line rationale. If for information/meeting: the key messages or the line to take, and likely questions with suggested answers.
Contact — who to follow up with.
Keep it to one page. Detail belongs in an annex, referenced not included.
Quality Checks
- The purpose (decision / information / meeting) is stated up front and shapes the note
- It fits on one page and is scannable in ~2 minutes (bullets, not paragraphs)
- Background is the minimum needed — no padding
- Key considerations surface the real risks/sensitivities, not just facts
- It ends with a clear recommendation or the specific decision/action sought
Anti-Patterns
- Do not write an essay — a briefing note is one page of scannable bullets
- Do not include history the principal doesn't need to act — annex it
- Do not bury the ask — state the decision sought or key messages plainly
- Do not omit sensitivities/risks — surprising a principal in the room is the cardinal sin
- Do not editorialize — be accurate and balanced; flag where judgment is involved
Based On
Government/executive briefing-note practice (purpose-led, one page, key considerations, decision-or-line-to-take).