Section

1
Personal Development Track

ARMY BRIEFING
TECHNIQUES
Key Points

1 The Four Types of Military Briefings

2 The Four Steps of Military Briefings

e
Be sincere; be brief; be seated.
Franklin Delano Roosevelt
 Army Briefing Techniques ■ 65

Introduction effective
communication
In the Army, you exercise command most frequently through the clear and concise the successful exchange
spoken word. Commanders must explain the situation and their plan of action so that of information between
the troops understand it completely. You must pass along information in a coherent individuals—an effective
communicator succeeds
fashion. The fate of a battle often rests on a leader’s ability to express concrete ideas in in establishing an active
clear and unmistakable language. two-way link with
You have a personal responsibility for improving yourself in the area of effective another individual or
group
communication. Many officers try to put off this obligation with the common excuse:
“I’m just a simple fighting man with no gift for speaking.” Don’t fall into that trap:
Plan now to master this important skill by seizing every opportunity you have to briefings
practice it. This chapter will help you do so. It describes the types of military briefings,
a means of presenting
the formats for each type, and the four steps for delivering effective briefings. information to
commanders, staffs, or
other audiences—the
purpose of the briefing,
the desired response,
The Gettysburg Address and the role of the
This speech, regarded as one of Abraham Lincoln’s finest works, was delivered at briefer determine the
techniques you employ
Gettysburg, Pennsylvania, on Nov. 19, 1863. Lincoln spoke at the dedication of a
cemetery for those killed in the battle of July 1–3 between George Gordon
Meade’s Army of the Potomac and Robert E. Lee’s Army of Northern Virginia. The
main speaker was Edward Everett, a renowned orator.
When the board in charge of the event extended invitations to various national
figures, it did not expect Lincoln to attend, but he made his attendance a priority.
Contrary to legend, he did not write his speech on the back of an envelope as he
traveled to the ceremonies by train. Like any good public speaker, he was well
prepared ahead of time—having made two drafts of the remarks he planned to
deliver. After Everett’s two-hour oration, Lincoln spoke for only a few minutes. He
began, “Four score and seven years ago, our fathers brought forth, upon this
continent, a new nation, conceived in Liberty, and dedicated to the proposition
that all men are created equal.” He concluded that, “government of the people, by
the people, for the people, shall not perish from the earth.”
The ten sentences composing the speech received little attention at the time.
Everett himself appreciated Lincoln’s eloquence, however, writing him, “I should be
glad if I could flatter myself that I came as near to the central idea of the occasion
in two hours as you did in two minutes.” Through the years, the address,
considered a model of its kind, has been much studied, proving one of Lincoln’s
predictions wrong: “The world will little note, nor long remember, what we say
here, but it can never forget what they did here” (Gettysburg Address, 1863).
66 ■ SECTION 1

The Four Types of Military Briefings

Briefings are a means of presenting information to commanders, staffs, or other audiences.
The purpose of the briefing, the desired response, and the role of the briefer determine the
techniques you employ. This section describes the types of military briefings and gives
the format for each type.
There are four types of military briefings:
1. Information
2. Decision
3. Mission
4. Staff.

Information Briefing
An information briefing provides information in a form the audience can understand. It
does not include conclusions or recommendations. No decisions result. Information briefings
deal primarily with facts. Figure 1-1 shows the format for an information briefing.
You begin an information briefing by addressing the audience, identifying yourself and
your organization, and giving the briefing’s classification. You state that the purpose of
the briefing is for information, and no decision is required. You then introduce and define
the subject, orient the audience, and present the information. Examples of information
appropriate for an information briefing are:

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 1.1 Information Briefing Format

 Army Briefing Techniques ■ 67

• High priority information requiring immediate attention

• Complex information—such as complicated plans, systems, statistics, or charts—
that require detailed explanation
• Controversial information requiring elaboration and explanation.

Decision Briefing
A decision briefing obtains an answer to a question or a decision on a course of action. It
presents the recommended solution resulting from analysis or study of a problem or
problem area. Decision briefings vary in formality and detail depending on the level of
command and the decision makers’ knowledge of the subject.
In situations where the decision maker is familiar with the problem, the briefing format
may resemble that of a decision paper: a problem statement, essential background
information, impacts, and a recommended solution. However, you should be prepared to
present assumptions, facts, alternative solutions, reasons for adopting the recommendation,
and the coordination involved.
You begin by stating, “This is a decision briefing.” At the conclusion, if the decision
maker does not state a decision, ask for one. Be certain that you understand the decision.
If uncertain, ask for clarification.
The recommendation that you ask the decision maker to approve should be precisely
worded in a form that can be used as a decision statement. Presenting the recommendation

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 actions 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 1.2 Decision Briefing Format

68 ■ SECTION 1

this way helps eliminate ambiguities. If the decision requires an implementing document,
you should prepare the document before the briefing and give it to the decision maker
for signature if he or she approves the recommendation.

Mission Briefing
The mission briefing is an information briefing presented under tactical or operational
conditions. The briefer may be the commander, an assistant, a staff officer, or a special
representative. The mission briefing is used during operations and training. It is especially
appropriate for critical missions or when it is necessary to give individuals or smaller units
information not in the plan or order. The mission briefing serves 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 encounter, and ways to overcome them.

The type of mission or the nature of the information to be presented determines the
mission-briefing format. The five-paragraph operation order is the most common format
used. Others include the movement order, combat service support order, and reconnaissance
order.

Staff Briefing
The purpose of a staff briefing is to coordinate unit efforts by informing the commander
and staff of the current situation. The person who convenes the staff briefing sets the
agenda. Staff representatives each present relevant information from their functional areas.
Staff briefings may involve exchange of information, announcement of decisions, issuance
of directives, or presentation of 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 (executive officer), and coordinating and special staff officers attend. Representatives
from major subordinate commands may be present. The chief of staff (executive officer)
usually presides. The commander usually concludes the briefing but may take an active
part throughout it.
In garrison, staff briefings (sometimes called “staff calls”) are often regularly scheduled.
In combat, staff briefings are held as needed. The presentation of staff estimates culminating
in a commander’s decision to adopt a course of action is a form of staff briefing that
incorporates aspects of a decision briefing. In this type of briefing, staff representatives use
the staff estimate for their functional area as an outline.

e
Critical Thinking
Why is it important to give pros and cons in your briefings? How important is this
to military problem solving and decision making?
 Army Briefing Techniques ■ 69

The Four Steps of Military Briefings

A briefing assignment has four steps that correspond to the four activities of the operations
process:
• Plan: Analyze the situation and prepare a briefing outline
• Prepare: Construct the briefing
• Execute: Deliver the briefing
• Assess: Follow up.

Plan: Analyze the Situation and Prepare a Briefing Outline

Upon receiving the task to conduct a briefing, you 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, prepare a briefing outline. The briefing outline is your plan
for preparing, executing, and following up on the briefing. It is a tool to manage preparations
for the briefing and refine it as new information is received.
Figure 1-3 lists factors you should consider when planning a briefing, as well as tasks
to perform when preparing for it. In addition, you should determine the following:
• Audience preferences—if you are conducting a decision briefing, the audience
preferences should be 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
preparatory effort needed
• The availability of physical facilities, visual aids, and visual information specialists.
Estimate deadlines for each task and carefully schedule the preparatory effort. This
includes scheduling facilities for rehearsals and requesting critiques. Alert support personnel
and any assistants as early as possible.

Prepare: Construct the Briefing

The construction of your briefing will vary with its type and purpose. Your analysis provides
the basis for this determination. The following are the major steps in preparing a briefing:
• Collect material
• Prepare first draft
• Revise first draft and edit
• Plan use of visual aids
• Practice.
70 ■ SECTION 1

1. Analyze Situation and Prepare a Briefing 2. Construct Briefing.

Outline. a. Collect Material.
a. Audience. Research.
Number? Become familiar with the subject.
Composition? Single service or joint? Collect authoritative opinions and facts.
Civilians? Foreign nationals?
b. Prepare First Draft.
Who are the ranking members?
State problem (if necessary).
What are their official positions?
Isolate key points (facts).
Where are they assigned?
Identify courses of action.
How well do they know the subject?
Analyze and compare courses of action.
Are they generalists or specialists? (State advantages and disadvantages.)
What are their interests? Determine conclusions and recom-
What are their personal preferences? mendations.
What is the anticipated reaction? Prepare draft outline.
b. Purpose and Type. Include visual aids.
Information briefing (to inform)? Fill in appropriate material.
Decision briefing (to obtain decision)? Review with appropriate authority.
Mission briefing (to review important c. Revise First Draft and Edit.
details)? Make sure that facts are important and
Staff briefing (to exchange information)? necessary.
c. Subject of Briefing. Include all necessary facts.
What is the specific subject? Include answers to anticipated questions.
What is the desired coverage? Polish material.
How much time will be allocated? d. Plan Use of Visual Aids.
d. Physical Facilities and Support Needed. Check for simplicity and readability.
Where will the briefing be presented? Develop method for use.
What arrangements will be required? e. Practice.
What are the visual aid facilities? Rehearse (with assistants and visual
What are the deficiencies? aids).
What actions are needed to overcome Polish.
deficiencies? Isolate key points.
e. Prepare Schedule. Memorize outline.
Finish analysis of the situation. Develop transitions.
Prepare preliminary outline. Use definitive words.
Determine requirements for training aids, 3. Deliver Briefing.
assistants, and recorders. 4. Follow Up.
Edit or redraft. a. Ensure understanding.
Schedule rehearsals, facilities, and b. Record decision.
critiques.
c. Inform proper authorities.
Arrange for final review by responsible
authority.

Figure 1.3 Briefing Checklist

 Army Briefing Techniques ■ 71

Execute: Deliver the Briefing

The success of a briefing often depends on how well you present it. A confident, relaxed,
and forceful delivery, clearly enunciated, helps convince the audience. You should always
maintain a relaxed, but military, bearing. Use natural gestures and movement, but avoid
distracting mannerisms. Conciseness, objectivity, and accuracy characterize good delivery.
You should remain aware of the following:
• The basic purpose is to present the subject as directed and ensure that the audience
understands it
• For brevity’s sake, avoid a lengthy introduction or summary
• Conclusions and recommendations must flow logically from facts and assumptions.
Interruptions and questions may occur at any point. If and when they occur, answer
each question before continuing, or indicate that you will answer the question later in the
briefing. At the same time, do not permit questions to distract from the planned briefing.
If answering the question later in the briefing, make specific reference to the earlier question
when you introduce the material. Be prepared to support any part of the briefing. Anticipate
possible questions and be prepared to answer them.

Assess: Follow Up
When the briefing is over, prepare a memorandum for record (MFR). This MFR records
the subject, date, time, and place of the briefing, and the ranks, names, and positions of
audience members. Concisely record the substance of your remarks. Also record
recommendations and their approval, disapproval, or approval with modification, as well
as any instruction or directed action. This includes who is to take action. When a decision
is involved and doubt exists about the decision maker’s intent, submit a draft of the MFR
to him or her for correction before preparing it in final form. Distribute the MFR to staff
sections and agencies required to act on the decisions or instructions, or whose operations
or plans may be affected.

e
Critical Thinking
You’ve just learned that the chairman of the Joint Chiefs is stopping by your unit
in Northern Kosovo the day after tomorrow on his way back to Washington from
the Middle East. Your commander instructs you to prepare and present a briefing
on the status of your mission. What kind of briefing will you prepare? How will
you get ready? How will you ensure that you don’t say something that may
embarrass you, your commander, and your fellow Soldiers?
72 ■ SECTION 1

e
CONCLUSION
Mastering the spoken word is essential for all officers. Formal presentations and
briefings are how the military communicates. The Army expects officers to master
four types of briefings during their careers—information, decision, mission, and
staff briefings. Each of these follows the same four-step process:
1. Analyze the situation.
2. Construct the briefing.
3. Deliver or present the briefing.
4. Follow up.
Remember: You’ve studied the subject, logically organized the information, and
prepared yourself. You are the expert! Present with confidence. What you say, and
how well you say it, will be major factors in how others assess your leadership.

Learning Assessment
1. What are the four types of military briefings and how do you distinguish
among them?
2. What are the four steps you must take to present effectively?

Key Words
effective communication
briefings
 Army Briefing Techniques ■ 73

References
Armed Forces Information Service Department of Defense. (1975). The Armed Forces Officer
(DoD GEN-36). Washington, DC.
Field Manual 5-0, Army Planning and Orders Production. 20 January 2005.
The Reader’s Companion to American History (n.d.). The Gettysburg Address. Retrieved
23 March 2005 from http://college.hmco.com/history/readerscomp/recah/html/ah_
036300_gettysburgad.htm