MILITARY BRIEFINGS - UNC Charlotte Army ROTC

Section
5b
MILITARY BRIEFINGS
Key Points
1 The Four Types of Military Briefings
2 Four Steps to Preparing an Effective Military Briefing
Officership Track
e
When you have something to say to officers or men,
make it snappy. The fewer words, the better. They won’t
believe you if you shoot bull.
LTG Lewis [“Chesty”] Puller
from Peter G. Tsouras, ed., The Greenhill Book of Military Quotations

Military Briefings ■ 239
Introduction
You use a briefing to present information to commanders, staffs, or other audiences.
You use different briefing techniques depending on the purpose of the briefing, what
response you seek, and your role as the briefer.
Army briefing skills are leader skills. Even today, when much communication is
electronic and at a distance, Army leaders use face-to-face briefings to make sure tasks
are carried out rapidly and decisively.
The Four Types of Military Briefings
As you learned from MSL III, there are four types of military briefings.
briefing
a way to present
information to
commanders, staffs, or
other designated
audiences—you decide
which techniques to use
depending on the
purpose of the briefing,
the response you want,
and the briefer’s role.
1. Information
2. Decision
3. Mission
4. Staff.
The Information Briefing
In an information briefing, you are simply trying to get information to your audience in
an understandable form. You are not trying to reach conclusions, make recommendations,
or reach decisions.
Begin an information briefing by identifying yourself and your organization and tell
the classification of the briefing. You say that the purpose of the briefing is for information
and no decision is required. You introduce and define the subject to orient your audience,
then present the information.
Information briefings include high-priority information that requires immediate
attention as well as complex information such as complicated plans, systems, statistics, or
charts that require detailed explanation. You also use an information briefing to present
controversial information that requires elaboration and explanation.

240 ■ SECTION 5B
1. Introduction
a. Greeting. Address the audience. Identify yourself and your
organization.
b. Type and Classification of Briefing. For example, “This is an
information briefing. It is classified SECRET.”
c. Purpose and Scope. Describe complex subjects from general to
specific.
d. Outline or Procedure. Briefly summarize the key points and
general approach. Explain any special procedures (such as
demonstrations, displays, or tours). For example, “During my briefing,
I’ll discuss the six phases of our plan. I’ll refer to maps of our area of
operations. Then my assistant will bring out a sand table to show you
the expected flow of battle.” The key points may be placed on a chart
that remains visible throughout the briefing.
2. Main Body
a. Arrange the main ideas in a logical sequence.
b. Use visual aids to emphasize main ideas.
c. Plan effective transitions from one main point to the next.
d. Be prepared to answer questions at any time.
3. Closing
a. Ask for questions.
b. Briefly recap main ideas and make a concluding statement.
c. Announce the next speaker.
Figure 5b.1
Information Briefing Format
The Decision Briefing
You use a decision briefing to get an answer to a question or a decision on a course of
action. You present the recommended solution based on the analysis of a problem. Decision
briefings vary in formality and detail, depending on the level of command and the decision
makers’ knowledge of the subject.
If the person making the decision is familiar with the problem, you as the briefer should
act as though it were a decision paper. You should present a problem statement, give essential
background information and the potential impacts of each decision, and provide a
recommended solution. You should be prepared to present assumptions, facts, alternative
solutions, reasons for adopting the recommendations, and the coordination involved.
If the decision maker is unfamiliar with the problem, the briefing format resembles
that of a decision briefing (see Figure 5b.2). The briefing should include facts bearing on
the problem, assumptions, and a discussion of alternatives, conclusions, and the
coordination involved.
You should begin by stating, “This is a decision briefing.” At the conclusion, if the
decision maker does not state a decision, you should ask for one. You should be certain
that you understand the decision. If uncertain, you should ask for clarification.
Make sure that the recommendation you provide the decision maker to approve is
precisely worded in a form that can be used as a decision statement. This helps eliminate
ambiguities. If the decision requires an implementing document, make sure it is prepared
before the briefing and give it to the decision maker for signature if the recommendation
is approved. Be sure to prepare a memorandum for record (MFR) that captures the

Military Briefings ■ 241
1. Introduction
a. Greeting. Address the decision maker. Identify yourself and your
organization.
b. Type and Classification of Briefing. For example, “This is a
decision briefing. It is UNCLASSIFIED.”
c. Problem Statement.
d. Recommendation.
2. Body
a. Facts. An objective presentation of both positive and negative
facts bearing upon the problem.
b. Assumptions. Necessary assumptions made to bridge any gaps
in factual data.
c. Solutions. A discussion of the various options that can solve the
problem.
d. Analysis. The criteria by which you will evaluate how to solve
the problem (screening and evaluation). A discussion of each course
of action’s relative advantages and disadvantages.
e. Comparison. Show how the courses of action rate against the
evaluation criteria.
f. Conclusion. Describe why the selected solution is best.
3. Closing
a. Questions?
b. Restatement of the recommendation.
c. Request a decision.
Figure 5b.2
Decision Briefing Format
decision, any due outs, who is responsible for completing the due outs, and list any suspense
dates provided by the decision maker. Provide a copy of the MFR to all parties attending
the decision brief who have a responsibility to the decision made.
Format for a Decision Briefing
As with the five-paragraph OPORD, it is important for all Army officers to use the
established format for decision briefings. The presentation technique for decision briefings
may be formal or informal. The degree of detail depends on the available time, the level
of command in attendance, and how well the decision maker knows the subject.
1. Introduction
Identify yourself. Begin with a military greeting to the decision maker, followed by the
classification of the briefing, a statement that you are presenting a decision briefing, and its
purpose. The purpose should include a statement that you will require a decision at the
conclusion of the briefing. Then give a brief description of the problem and a summary
recommendation.
2. Body
Facts. An effective decision briefing is built on credible information. Many of your facts will
begin as unverified assumptions that you have since verified. The fact may be beneficial or
detrimental to your recommended course of action (COA). Be sure to provide verified facts
both for and against to give the decision maker a balanced perspective. It is also good practice
to state the sources of your facts and, where appropriate, how current the information is.
At the beginning of a
decision briefing, you
should always state that
you are seeking a
decision.
course of action
(COA)
a possible plan open to
an individual or a
commander that would
accomplish a mission or
is related to its
accomplishment

242 ■ SECTION 5B
For more-detailed
information on the
seven-step problem
solving model, see
paragraphs 2-23
through 2-62 of FM 5-0.
Assumptions. Provide information that, if taken as true, bridges gaps in the facts and provides
a valid argument supporting a course of action. It is important that you make every attempt
to either confirm or deny as many of your assumptions as possible before presenting the
decision brief so your boss doesn’t make a decision on an assumption that later proves to
be false.
Solutions. Your recommended solutions will be in the form of a COA. Discuss the various
courses of action that solve the problem. It is important always to remember never to
present a COA that is not viable. A plan or recommendation that is not practical, or one
that is impossible to execute, is not a viable COA.
Analysis. Explain the criteria you used to evaluate your possible solutions (screening and
evaluation). Discuss each course of action’s relative advantages and disadvantages.
Comparison. Discuss how the courses of action rate against the evaluation criteria. This is
where you will compare and contrast both the pros and cons of each COA and their
strengths and weaknesses against your evaluation criteria. This should be an unbiased
comparison so the decision maker can make an objective decision based on the good, the
bad, and the ugly.
Conclusion. Explain why the solution you selected is the best. Your recommendation needs
to be based solely on the facts, assumptions, evaluation criteria, and the final analysis.
You must detach your personal opinions or emotions from your professional
recommendation. You must submit your recommendation with the mindset that you do
not have a “dog in the fight,” so the decision maker makes a decision on facts and void of
opinions or emotions.
3. Closing
Ask if there are any questions. Restate the recommendation so that it needs only the decision
maker’s approval or disapproval. Request a decision. In many cases, the decision maker
may withhold issuing a decision and instead provide you with further guidance. The
decision maker may not feel comfortable with making a decision based on one or more
of your stated assumptions. Or the decision maker may ask that you further research stated
assumptions to confirm it as fact or false. In many cases, the decision maker may provide
you with more guidance on your evaluation criteria and the weight you provided each
criteria during your analysis and comparison. In some cases, the decision maker will inform
you that one or more of your recommended COAs are simply not viable or executable
based on information he or she is aware of that you may not be aware of. If you have
done your homework, prepared a thorough decision brief, and are turned away to rework
your decision brief, do not despair. Your superiors may have more knowledge and experience
than you on the topic, and the experience of presenting the decision brief itself is an exercise
in your professional development. You will become a better officer with every decision brief
you present.
Critical Thinking
e
How important is it to use the Army problem solving process when preparing a
decision briefing? Could another problem solving process work just as well? Why
or why not?

Military Briefings ■ 243
The Mission Briefing
Mission briefings are like information briefings, but you present them under tactical or
operational conditions either during training or combat. The briefer may be a commander,
an assistant, a staff officer, or a special representative. These briefings are especially important
during critical missions or when you must give individuals or smaller units information
not in the plan or order.
You use a mission briefing to —
• Issue or reinforce an order
• Provide more detailed requirements or instructions
• Instill a general appreciation for the mission
• Review the key points of a forthcoming military operation
• Ensure participants know the mission’s objective, their place in the operation,
problems they may confront, and ways to overcome them.
How you present your information depends on the nature of the mission. The fiveparagraph
operation order (OPORD) is the most common format used. Others include
the movement order, combat service support order, and reconnaissance order.
The Staff Briefing
Staff meetings are conducted to coordinate the unit’s effort by informing the commander and
staff of the current situation. If you convene a staff meeting, you set the agenda. However,
most units will have an established format for their staff meetings, including the order of
briefers, the briefing slide formats, and the content included on each briefing slide. Staff
representatives each present relevant information from their functional areas. Staff briefings
may exchange information, announce decisions, issue directives, or present guidance. They
may have characteristics of information briefings, decision briefings, and mission briefings.
Attendance at staff briefings varies with the size of the headquarters, type of operation,
and commander’s preferences. Generally, the commander, deputies or assistants, chief of
staff or executive officer, and coordinating and special staff officers attend. If you are
assigned as lieutenant to be a member of a staff, your supervisor may require you to attend
staff meetings in order to expose you to the process and professionally develop you. If
seating is available, many company commanders who attend battalion command and staff
and battalion training meetings will rotate their lieutenants to sit in on these battalion
meetings to professionally develop them.
Representatives from major subordinate commands may be present. The chief of staff
(executive officer at brigade and battalion level) usually presides. The commander usually
concludes the briefing but may take an active part throughout it.
In garrison, staff briefings (sometimes called “staff calls”) often are scheduled regularly.
In combat, staff briefings are held as needed. Some staff briefings may combine elements
of the information brief and a decision brief—where the staff presents the commander
with information that may prompt him or her to issue guidance on policy, a standing
operating procedure (SOP), or a course of action. This makes the staff brief similar to the
decision brief.
Critical Thinking
e
How can a staff briefing promote effective decision making?

244 ■ SECTION 5B
Four Steps to Preparing an Effective Military Briefing
When you present a military briefing, use the following four-step process to cover all the
essential areas:
In most cases, you will
be provided with a
suspense (date and
time) to present your
brief. You must realize
that the date and time
was selected based on
the recipients’
availability.
Commanders are busy
people with fluid
calendars. Many times
you will get a call
moving the time, or
even the date, earlier
because of a change on
the commander’s
calendar. Therefore, you
should always plan to
have your brief
completed and be ready
to brief early—including
any prebrief your chain
of command may want
to receive from you prior
to the main brief.
1. Plan: Analyze the situation and prepare a briefing outline
2. Prepare: Construct the briefing
3. Execute: Deliver the briefing
4. Assess: Follow up.
Learn these steps as thoroughly as you would learn any tactical procedure, because you
often will not have the leisure of sitting down to study these steps to prepare your military
brief. Be ready to plan, research, organize, draft, rehearse, and deliver your briefing within
hours (or sometimes within the hour) of receiving the task. A proven approach, such as
the one you are about to read, provides you with a framework to ensure that you conduct
sufficient research and analysis and deliver an effective decision briefing—even when time
and information resources are limited.
1. Plan: Analyze the Situation and Prepare a Briefing Outline
Upon receiving the task to conduct a briefing, you should analyze the situation to determine
the:
• Audience
• Purpose and type of briefing
• Subject of the briefing
• Physical facilities and support needed
• Preparation schedule.
Based on this information, you start by preparing a briefing outline. This is your plan for
preparing, executing, and following up on the briefing. It is a tool you use to manage
preparations for the briefing and you should refine it as new information is received.
Figure 5b.3 lists factors you should consider when planning a briefing. In addition to
those, you should determine the following:
• Audience preferences—for a decision briefing, those of the decision maker
• The purpose of the briefing—the purpose determines the type of briefing
• The time allocated for the briefing—this dictates the style, physical facilities, and
the preparatory effort needed
• The availability of physical facilities, visual aids, and visual information specialists.
You should estimate the deadlines for each task and carefully schedule the preparatory
effort. This includes scheduling facilities for rehearsals and requesting critiques. You should
alert support personnel and any assistants as early as possible.
Your Role
Your role may be to do everything, including arranging the location, preparing the briefing,
and delivering it. Or you may be a member of a briefing team and tasked to prepare only
part of the briefing. Is this an urgent matter or a routine decision? Are you a subject matter
expert (SME) who will answer most questions or will you refer questions to others? Who
are the SMEs? Get clarification from the person who tasked you to give the briefing—the
answers will help you narrow and focus your preparation.

Military Briefings ■ 245
Purpose
Your purpose, at a minimum, includes your goal and your objectives. Your goal is what you
want to accomplish with the audience (for example, “My goal is to have the commander
sign the new Standing Operating Procedure for the battalion”). Your objectives are the points
you must prove—and persuade the decision maker to agree with—to achieve your goal.
Audience
Audience analysis is critical and is often an overlooked aspect of communication, especially
in briefings. To be an effective briefer, you must meet the needs and expectations of your
audience. Even when you are briefing your own commander, you must ensure that you are
addressing his or her concerns and are not preparing your briefing based on unfounded
assumptions or on any personal or emotional attachment you may have with the topic.
When analyzing your audience, you should consider, among other characteristics:
1. Who are the decision makers and where will they be seated?
2. Who are the ranking members?
3. What are their official positions?
4. Which organizations are they assigned to?
5. How well do they know the subject?
6. Are they generalists or specialists?
7. What are their personal preferences for briefing style?
8. What is the anticipated reaction—are they accepting, hostile, impatient?
9. What are their interests?
10. Who is in the audience? Is it composed only of Army personnel or is it a joint
services audience from varied cultures?
11. Are there civilians? Foreign nationals?
12. How many people will be in the audience?
Often the steps in preparing a briefing will overlap. As you continue to prepare your briefing,
you may need to review your role, purpose, and audience to ensure that you’re on track.
This is a good practice. But don’t delay the other steps in preparing the briefing just because
you don’t have all the answers to the questions posed above.
Research
Army leaders conduct research, analyze situations, and state their recommendations every
day—whether in garrison or in a tactical environment. Unlike other professionals, though,
they usually do not collect and sift data for weeks or months in a quiet laboratory or study.
As an Army leader, you must be able to gather and analyze information and recommend sound
courses of action while in stressful and dangerous conditions on an abbreviated timeline.
One of the best ways to make your research more effective is to use some form of
brainstorming. Brainstorming and recording the results help you immediately to start
collecting information and generating ideas before the ordered part of your brain begins
putting things into categories. Focus your energy first on collecting information. Once
you’ve collected it, then you analyze what you’ve found. If it’s possible to get one or more
other people to brainstorm with you, the process is even more effective. If that’s not possible,
however, you can still carry on a dialogue with yourself as you jot down information and
ideas. Techniques for recording your research include:
Freewriting: When you don’t know where to start, freewriting breaks through writers’ block.
• Write the topic, audience, and purpose of the briefing at the top of a blank page

246 ■ SECTION 5B
• Using whatever resources you have at hand—including documents, online search
engines, e-mail, other people, and your own observations—record everything you
can think of for a specific period of time (one technique is to allocate half of your
preparation time to research)
• Avoid analyzing your information, write quickly, and try to fill as many pages as
you can
• For ease of organizing, revising, and receiving feedback from others, you should
type the information into the computer rather than writing it on paper.
The journalistic formula: The journalistic formula uses the journalist’s standard questions
to set up a base of information.
• Write the topic, audience, and purpose at the top of the page
• Along the left margin, write Who? What? Where? When? Why? and How?
• Using the information resources available to you, write the answers in as much
detail as possible.
Mind-mapping: Mind-mapping is a technique for “mapping out” your information without
losing sight of the purpose and the audience.
• Ask yourself, “What’s my purpose?” Write your answer in the center of the page, flip
chart or white board (Example: “Solve reenlistment problem in the battalion”)
• Then ask “Who’s my audience?” Write your answer near the bottom of the page
(“Battalion commander for decision”)
• Write your information and ideas in random locations
• Include specifics, ideas, and abstract categories
• Fill in as much space as possible in the time available
• Take a brief break and then start to analyze what you’ve gathered into categories—
these categories can help you quickly form the various parts of your outline.
When you must brief within hours or minutes rather than days, you must be able to
focus on the essential elements a briefing requires. When time allows, you should provide
further background on the events that led to the problem and present other findings that
will lead to more informed decision making. A word on quality information: When a
recommendation is persuasively presented but based on nonfactual information, the
decision puts resources and lives at risk. As you conduct research for your briefing, constantly
evaluate your information for reliability. Never use information for which you cannot state
a source. Below are a few guidelines for evaluating the reliability of your researched
information:
1. Is the source current?
2. Is the information likely to change before the decision is implemented?
3. Does the information from the source agree with information or observations from
other sources?
4. Does the source have a record or reputation for reliability?
Use brainstorming, recording, and information evaluation techniques throughout your
research process. Be sure to look for information supporting both pros and cons and avoid
fallacies in logic and reasoning. When the items of information stop coming up, it’s time
to start organizing what you’ve captured. Now you’re ready to outline and put what you’ve
captured into a logical sequence.

Military Briefings ■ 247
1. Analyze Situation and Prepare a Briefing
Outline.
a. Audience.
Number?
Composition? Single service or joint?
Civilians? Foreign nationals?
Who are the ranking members?
What are their official positions?
Where are they assigned?
How well do they know the subject?
Are they generalists or specialists?
What are their interests?
What are their personal preferences?
What is the anticipated reaction?
b. Purpose and Type.
Information briefing (to inform)?
Decision briefing (to obtain decision)?
Mission briefing (to review important
details)?
Staff briefing (to exchange information)?
c. Subject of Briefing.
What is the specific subject?
What is the desired coverage?
How much time will be allocated?
d. Physical Facilities and Support Needed.
Where will the briefing be presented?
What arrangements will be required?
What are the visual aid facilities?
What are the deficiencies?
What actions are needed to overcome
deficiencies?
e. Prepare Schedule.
Finish analysis of the situation.
Prepare preliminary outline.
Determine requirements for training aids,
assistants, and recorders.
Edit or redraft.
Schedule rehearsals, facilities, and
critiques.
Arrange for final review by responsible
authority.
Figure 5b.3
Briefing Checklist
2. Construct Briefing.
a. Collect Material.
Research.
Become familiar with the subject.
Collect authoritative opinions and facts.
b. Prepare First Draft.
State problem (if necessary).
Isolate key points (facts).
Identify courses of action.
Analyze and compare courses of action.
(State advantages and disadvantages.)
Determine conclusions and recommendations.
Prepare draft outline.
Include visual aids.
Fill in appropriate material.
Review with appropriate authority.
c. Revise First Draft and Edit.
Make sure that facts are important and
necessary.
Include all necessary facts.
Include answers to anticipated questions.
Polish material.
d. Plan Use of Visual Aids.
Check for simplicity and readability.
Develop method for use.
e. Practice.
Rehearse (with assistants and visual
aids).
Polish.
Isolate key points.
Memorize outline.
Develop transitions.
Use definitive words.
3. Deliver Briefing.
4. Follow up.
a. Ensure understanding.
b. Record decision.
c. Inform proper authorities.
Constructing an Outline
An outline helps you organize your ideas to see your information in a logical form. The
outline is the framework of your briefing. As you build your outline, continue to search
for relationships among the facts so that you can interpret your findings and answer the
questions or solve the problem that initially required the briefing.
After you have analyzed your data and put it in a form that you and your audience
can understand, you must draw conclusions—you must make a logical interpretation of
the evidence you have found—and recommend a course of action based on those
conclusions. When outlining your briefings, you put the main idea and the supporting
Make certain the
conclusions you draw
are based on facts, not
assumptions.
Another technique for
constructing a decision
briefing outline is to use
the seven-step problem
solving model, shown in
Figure 5b.4.

248 ■ SECTION 5B
parts up front, just as you put the “bottom line up front” (BLUF) in an Army document,
so the audience can quickly see the purpose of your brief and where you are headed.
Here’s a quick summary of how to construct an outline using the information you’ve
gathered:
• Write down your main idea
• Write down the major parts
• Arrange the major parts in a logical sequence—make sure you don’t have so many
major parts that the audience cannot easily remember them
• Form and arrange the minor parts if necessary
• Write your introduction
• Plan your conclusion, including your recommendation and request for a decision.
Outlines are critical to building strong briefings because they require you to work logically.
But unless time constraints force you to brief directly from your outline, the outline is only
a step toward the completed briefing.
Now you can apply a simple, efficient process to construct a draft. Your draft builds
on the logic of the outline and puts that logic into words that will either persuade the
commander or other decision maker to make a sound and timely decision, or provide
him or her the most current and relevant information.
Use visual aids to add
clarity and reinforce the
spoken word. A poor
visual aid will distract
from your briefing and
may result in more
questions than it
answers.
2. Prepare: Construct the Briefing
You should build your briefing with a constant focus on your goal—providing the best
information possible to the commander in order for him or her to make the best informed
decision. Analyzing the situation and developing an outline can move you systematically
and quickly toward putting your brief into action—and it can turn your outline into a
briefing that enables sound decision making. You should employ the following process to
prepare a briefing from your outline.
Using your outline as a road map, begin writing your briefing using the doctrinal
format for the brief you will be giving. Start by writing your introduction. Apply the
Army standards for writing in your briefings. Put your main point, your recommendations
and your main supporting points up front. Use appropriately short sentences, neither
so long as to be vague nor so short as to omit relevant information. Use the active voice.
Use vivid, concrete, simple language that follows the filmmaker’s principle of “don’t tell
’em, show ’em.” Use examples, illustrations, and definitions. Avoid technical jargon or
abbreviations and acronyms your audience might not understand. Be sure to provide
transitions from the introduction to the body and throughout the briefing so the audience
knows where you’re headed.
Once you have composed your introduction, go back to the appropriate briefing format
and compose the body. In addition to including elements in the body, you should also
ensure that you:
• Restate the purpose of the briefing and the problem when necessary to ensure
that the audience stays focused
Critical Thinking
e
Why should you put your main point up front rather than with a lot of
explanation that builds gradually to your recommendation?

Military Briefings ■ 249
• Isolate and emphasize key points
• Identify courses of action
• Analyze and compare courses of action, stating advantages and disadvantages
• Explain the logic by which you arrive at your conclusions and recommendations.
Once you have composed the body, you can now put together the final component:
the conclusion. A good conclusion fulfills your original statement of purpose. You should
base your conclusions and recommendations strictly on the information you included in
the briefing. You should never base your conclusion or recommendation on your personal
opinion or bias. You should review the main points and logic you used to arrive at your
information or recommendations, and ask for a decision, if required.
3. Execute: Deliver the Briefing
A briefing must be just that: brief. Your confident and composed delivery will build
confidence in the content and organization you have developed. Your gestures and
movements should be natural, not stiff. Avoid distracting mannerisms and make sure
you pronounce all terms correctly. Never use an acronym that you cannot define. You
should follow your draft presentation closely, but should avoid reading verbatim from a
script. Your briefing must be concise, objective, and accurate, and it must transition
smoothly from one point to the next. But you should be ready to deal with interruptions
and other distractions. (In the field, it’s typical to have unexpected interruptions, such as
a generator failing or a vehicle starting up right outside the briefing tent.) When you deliver
a briefing, consider the following:
• You should always state up front what type of brief you are presenting
• Your goal is to present the information, the possible courses of action, and
recommendation(s) so the audience understands the purpose of the briefing and
the decision maker takes the necessary action—that is, makes the decision
1 – ID the Problem
Who, What, When, Where, and Why
C
O
N
T
I
N
U
A
L
L
Y
A
S
S
E
S
S
2 – Gather Information
3 – Develop Criteria
4 – Generate Possible Solutions
5 – Analyze Possible Solutions
6 – Compare Possible Solutions
Facts, Assumptions, and Interests
LINKED
Screening & Evaluation
Suitable, Feasible, Acceptable,
Distinguishable, and Complete
Benchmark (Does the solution
achieve the desired state?)
Determine the Best Solution
7 – Make and Implement the Decision
Decide and Act
Figure 5b.4
The Army’s Seven-Step Problem Solving Model

250 ■ SECTION 5B
e
Especially in speech, part of the message is you.
Therefore demonstrate in all ways the sincerity and high
moral purpose you want the audience to believe.
from Student Text 22-2, Writing and Speaking Skills for Leaders at the Organizational Level
It is customary to
request the audience
hold questions to the
end during an OPORD.
In most military
briefings, however, the
briefer fields questions as
they are presented.
As a briefer, in most
cases you will be too
busy to take notes, and
you do not want to
pause your brief to jot
them down. If possible,
plan to have one or
more note takers to take
notes for you during
your brief. At the
conclusion of the brief,
compare notes to ensure
you have the
information you need
and that the notes are
complete and accurate.
Be sure to take into
consideration the
estimated time required
to field and answer
questions when timing
how long your brief will
take.
• To ensure success, there is no substitute for rehearsal with people who can give
you feedback on how to improve your content or your briefing techniques
• You must be brief—avoid a long introduction
• You must arrive at conclusions and recommendations logically, based on facts,
not assumptions, and that logic must be clear to your audience
• You must provide clear transitions
• You must be ready for interruptions and questions at any point.
You should always anticipate questions and be ready to answer them. If someone interrupts
you, you should either answer each question before proceeding or explain that you will
answer the question later in the briefing. If the briefing will answer the questions later, try
to make specific reference to the earlier question when you introduce the relevant material.
You must be prepared to offer evidence to support any part of the briefing.
As you rehearse, try to eliminate unnecessary words and movement. You will usually
need to use visual aids, but keep your visual aids—and the entire briefing—as clear and
as simple as possible. Be certain that your visual aids or briefing slides can stand on their
own merit—that is, they are self-explanatory for your target audience at first glance. If a
slide or chart is “too busy,” your briefing will be choppy from your constant pausing to
explain a confusing slide or chart. Focus on establishing the main points related to your
recommendations and you will succeed. Deliver the briefing to express your points, not
to impress your audience.
Many people wonder: Which is better when delivering a briefing—a manuscript or
note cards? One perspective is that a manuscript speech tends not to sound spontaneous;
many manuscript speeches sound stuffy or stilted. Manuscript speeches might also cramp
your flexibility in changing the sequence or emphasis when the situation seems to require
it. However, note cards may involve shuffling that can distract from the briefing itself. If
you will be briefing from a slideshow presentation, an effective technique is to use the
printed notes page feature in Microsoft PowerPoint. This will allow you to see both your
notes and each slide as you brief it, while allowing you to take notes when the briefing
recipient provides guidance or feedback.
Whether you work directly from a manuscript, note cards, or from an outline, you
must still rehearse. A complete, timed rehearsal is the only way you can be sure you will
deliver a briefing that is spontaneous and lively, yet forceful and convincing.
4. Assess: Follow Up
When the briefing is over, you must immediately record results, even if other personnel
are assigned to publish or broadcast the decision. If you are uncertain about any aspect
of the decision, ask for clarification. You can help eliminate confusion by preparing a
precisely worded recommendation that can be used as a directive or a decision statement.
Following the briefing, inform the chief of staff or the executive officer of the decision if
they were not present during the briefing.

A good practice is to prepare a memorandum for record (MFR) that states the subject,
date, time, and place of the briefing and the ranks, names, and positions of the main
participants. You should summarize the contents of the briefing, including recommendations.
You should record whether they were approved, disapproved, or approved with modification.
Include the decision maker’s instruction, guidance, and directed actions. List the staff and
action officer responsible for any further action required. List the date, time, and location
of any future briefings. It is also a good practice to submit a draft of the MFR to the decision
maker for review and correction before you complete and file the final version. Distribute
the final MFR to the individuals, units, staff sections, or other organizations that must act
on the decisions it contains and those whose operations or plans it may influence.
Military Briefings ■ 251

252 ■ SECTION 5B
e
CONCLUSION
Mastering the spoken word is essential for all officers. The Army expects officers
to master four types of briefings during their careers—information, decision,
mission, and staff briefings. Each follows the same four-step process:
1. Plan: Analyze your situation
2. Prepare: Construct your briefing
3. Execute: Deliver or present the briefing
4. Assess: Follow up.
The decision briefing is the essential and preferred decision making tool for
military leaders. Remember that your audience expects a decision briefing that
clearly presents the information necessary for a sound decision—including logical
solutions and the appropriate level of analysis for weighing possible courses of
action.
Remember: You’ve researched the subject, logically organized the information,
and prepared yourself. You are the expert. Present with confidence. What you say
and how you say it will be major factors in how others assess your leadership.
Learning Assessment
1. Explain why the decision briefing is the most important type of briefing.
2. Define the four types of military briefings.
3. Outline the format for a decision briefing.
4. Explain how each of the four military briefings can be implemented in a
company or battalion training meeting.
5. Describe the four steps you must take to present an effective Army briefing.
Key Words
briefing
course of action (COA)

Military Briefings ■ 253
References
Armed Forces Information Service. (1975). The Armed Forces Officer (DoD Gen-36).
Washington, DC.
Field Manual 5-0, Army Planning and Orders Production. 20 January 2005.
Student Text 22-2, Writing and Speaking Skills for Leaders at the Organizational Level. August
1998.
Tsouras, P. G., ed. (2000). The Greenhill Book of Military Quotations. Mechanicsburg, PA:
Stackpole Books.