---
name: "meeting_prep_briefs"
description: "Build a one-page pre-meeting brief: attendee research, objective framing, prior-action status, and a question list. Use when preparing for a meeting, call, interview, or negotiation and wanting to walk in with a clear goal and questions that move things forward."
---

# Meeting Prep Briefs

## Purpose
Turn messy prep into one tight page: who is in the room, what they care about, what the meeting must achieve, and which questions get you there. Covers internal meetings (status reviews, planning, 1:1s) and external ones (sales discovery, vendor calls, interviews, partnership talks).

## Workflow
1. **Gather inputs.** Ask for (or pull from calendar invite, CRM, thread): meeting title, date/time, duration, attendees with roles, agenda or purpose, and any prior context (last meeting's notes, open actions, recent email signals). If anything is missing, note it as a gap rather than guessing.
2. **Research attendees.** For each person, find: formal role, what they care about in this meeting, the last interaction and what is still open, and one recent signal (a post, an announcement, a decision they made). Keep it to what changes the conversation, not trivia.
3. **Frame the objective.** Write the meeting goal in one sentence. Then name a primary outcome and a fallback outcome (if the room says no to the primary, the fallback is the next best thing, e.g. locking a follow-up date). If the meeting has no decision to make, say so and the objective becomes the best information or alignment to leave with.
4. **Write the question list.** Mix discovery questions (surface what you do not know) with decision-forcing questions (push the room toward a call: "are we going with A or B?"). Add 2-3 stall-breakers for dead air. Never include anything answerable from their website.
5. **Draft the brief** from [assets/brief-template.md](assets/brief-template.md). Every factual claim carries its source or is labeled assumption. Unknowns get an explicit one-line gap note ("No prior-meeting notes found; brief built from the invite alone").
6. **Run the confidentiality pass.** Mark the brief with its classification (default: INTERNAL, DO NOT SHARE). Strip secrets, credentials, and sensitive personal detail that the meeting does not need.
7. **Hand off.** The brief is a draft the human verifies and distributes. Never send or publish it on anyone's behalf.

## Output Contract
Every brief ships these sections, in this order:
1. Header: meeting title, date/time, duration, chair, one-sentence goal.
2. Attendees: name, role, what they care about here, last interaction/one-liner.
3. Prior actions: overdue first, then in progress, then completed since last time. Overdue items are the first question the room will ask; flag them prominently.
4. Hot topics: 3-5 topics likely to dominate, each with a one-line "where we left it".
5. Questions: discovery questions first, decision-forcing questions second, stall-breakers last.
6. Risks: anyone unhappy with the last decision, anything time-sensitive that must be decided today.
7. Primary outcome + fallback outcome, stated plainly.

The brief fits on one page when rendered. Any section with nothing to say carries an explicit one-line reason, not an empty heading.

## Operating Rules
- Never invent attendees, prior actions, hot topics, or risks. A brief built on guesses gives the chair false confidence; surfacing a gap beats filling it with fiction.
- Keep it skimmable: bullets, bold key terms, short paragraphs. The chair reads this five minutes before the meeting, not the night before.
- Overdue prior actions always surface at the top of section 3. They are the room's first question.
- Decision-forcing beats open-ended. "Who owns this if we don't decide today?" moves a meeting; "thoughts?" does not.
- For external meetings, add a five-line company snapshot (what they do, size, stage, HQ, most relevant recent news) and 2-3 likely objections with a one-sentence counter each.
- Do not record anything about the brief's commissioner in the brief itself. The brief is about the meeting, not who asked for it.