ExecutiveSupportStaff Editorial Team | Published
A weak brief collects everything known about a subject. A useful one tells the executive why the meeting exists, what result is needed, who is involved, and where judgment is required. Put the desired outcome in the first line.
Place the objective and requested decision first. Follow with the recommended position, supporting facts, consequences of delay, and participant interests. Finish with questions, risks, and likely actions. Link source documents rather than pasting them into the brief.
Request inputs three business days before the meeting, assemble the draft two days before, and deliver the final with a preparation block one day before. Use consistent naming and storage. Our guide to executive support SOPs shows how to document recurring workflows.
Verify names, titles, dates, amounts, and links. Remove old comments and conflicting recommendations. Distinguish facts from assumptions and check the audience for sensitive material. The US General Services Administration advises setting a purpose, sharing materials in advance, and clarifying roles in its accessible meeting guidance.
After the meeting, record the decision, action owners, dates, and unresolved questions. For board-facing work, use our board meeting preparation checklist to coordinate materials and approvals.
| Section | Include |
|---|---|
| Objective | The result the meeting should produce |
| Decision | The choice, recommendation, and deadline |
| Participants | Roles, interests, and relevant history |
| Context | Facts, commitments, and open questions |
| Follow-up | Likely owners and next actions |
How long should an executive meeting brief be?
Most should fit on one page. High-stakes discussions may need attachments, but the first page should summarize the objective, decision, participants, risks, and recommendation.
When should the executive receive it?
Send it at least one business day before a consequential meeting and reserve preparation time. A same-day update can work for routine recurring meetings.
Who owns the meeting brief?
The assistant can own assembly and quality control while a subject-matter owner supplies facts and recommendations. One named person should own the final version.