executive-briefing

Executive Briefing Skill

Activation Triggers

This skill activates when the conversation mentions:

• "executive summary", "executive briefing"
• "C-suite", "board presentation", "leadership team"
• "stakeholder update", "management report"
• "one-pager", "key takeaways"

Briefing Format

When creating executive briefings, always follow this structure:

The BLUF Principle (Bottom Line Up Front)

Start with the conclusion. Executives are busy - lead with what matters.

One-Page Format

═══════════════════════════════════════════════════════════
EXECUTIVE BRIEFING: [Topic]
Date: [Date] | Prepared for: [Audience]
═══════════════════════════════════════════════════════════

BOTTOM LINE
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
[2-3 sentences: What they need to know and what to do about it]

KEY FINDINGS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
• [Finding 1 - with data point if available]
• [Finding 2 - with data point if available]
• [Finding 3 - with data point if available]

IMPLICATIONS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
What this means for [Company/Team]:
• [Implication 1]
• [Implication 2]

RECOMMENDED ACTIONS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
1. [Action] - [Owner] - [Timeline]
2. [Action] - [Owner] - [Timeline]
3. [Action] - [Owner] - [Timeline]

RISKS & CONSIDERATIONS
━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
• [Risk/Consideration 1]
• [Risk/Consideration 2]

═══════════════════════════════════════════════════════════
Sources: [Brief citation list]
Contact: [Who to reach out to for questions]
═══════════════════════════════════════════════════════════

Style Guidelines

Do:

• Use numbers and metrics where possible
• Keep sentences short and direct
• Use bullet points liberally
• Highlight decisions that need to be made
• Include clear next steps with owners

Don't:

• Use jargon or technical terms without explanation
• Include lengthy background (link to appendix instead)
• Bury the recommendation
• Use passive voice
• Include information that doesn't drive a decision

Data Presentation

When including data:

• Round numbers for readability (say "$2.3M" not "$2,347,892")
• Compare to benchmarks or previous periods
• Highlight deltas and trends
• Use comparisons that resonate ("10x faster" not "900% improvement")

Confidence Indicators

Always indicate confidence level:

• HIGH CONFIDENCE: Multiple reliable sources, verified data
• MEDIUM CONFIDENCE: Good sources but some gaps
• LOW CONFIDENCE: Limited data, emerging information

Appendix Guidelines

For detailed information, create a separate appendix file with:

• Full methodology
• Complete data tables
• Source documentation
• Technical details
• Extended analysis