Military Briefings 214e3v
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MILITARY BRIEFINGS
Briefings are a way to present information to commanders, staffs, or other specific audiences. You decide which techniques to use depending on the purpose of the briefing, the response you want, and your role as briefer. There are four types of military briefings: 1. Information briefing 2. Decision briefing 3. Mission briefing 4. Staff briefing
Information Briefing The information briefing aims to inform the listener and gain his or her understanding. This type of briefing does not include conclusions and recommendations, nor does it require decisions. It deals primarily with facts. You state that the briefing’s purpose is to provide information and that it requires no decision. You briefly introduce and define the subject to orient the listener, and then present the information. Examples of situations requiring an information briefing are high-priority information requiring immediate attention; complex information, such as complicated plans, systems, statistics, or charts, that require detailed explanation; and controversial information requiring analysis.
Format for an Information Briefing 1. Introduction Greeting. Address the person(s) you are briefing. Identify yourself and your organization. “Good morning, General Smith. I’m Captain Jones, the S3 of the 1st Bn 28th Artillery.” Type and classification. Explain the briefing’s classification. “This is a SECRET information briefing,” or “This is an UNCLASSIFIED information briefing.” Purpose and scope. Give the big picture first: explain your briefing’s purpose and scope. “The purpose of this briefing is to bring you up to date on our battalion’s General Defense Plan,” or “I will cover the battalion’s action during the first 72 hours of a general alert.” Outline or procedure. Briefly summarize the key points and your general approach. Explain any special procedures (demonstrations, displays, or tours). “During my briefing, I’ll discuss the six phases of our plan. I’ll refer to maps of our sector, and then my assistant will bring out a sand table to show you the expected flow of battle.” 2. Body Arrange the main ideas in a logical sequence. Use visual aids correctly to emphasize your main ideas. Plan effective transitions from one main point to the next. Be prepared to answer questions at any time. 3. Closing Ask for questions. Briefly restate your main ideas and make a concluding statement . Decision Briefing The decision briefing aims to obtain an answer or a decision. The staff officer presents a recommended solution resulting from analysis or study of a problem or problem area. Decision briefings may be formal or informal. Their level of detail depends on the level of command and how well the decisionmaker knows the subject. When the officer receiving the briefing knows the problem somewhat and has some information relating to it, you normally limit the briefing to a statement of the problem, essential background information, and a recommended solution. You must be ready, however, to present your assumptions, facts, alternative solutions, reasons behind your recommendation, and the coordination involved. If the officer you are briefing doesn’t know the problem and the facts surrounding it, then a more detailed briefing is necessary. In this case, the briefing should include any assumptions you used in analyzing the problem, facts bearing on the problem, a discussion of the alternatives, the conclusions, and the coordination involved. At the outset of the briefing, you should state that you are seeking a
decision. At the conclusion of the briefing, if you do not receive a decision, ask for it. You should be certain that you understand the decision thoroughly. If you are uncertain, ask for clarification. You can help eliminate possible ambiguities by preparing a precisely worded recommendation that can be used as a decision statement. Following the briefing, you must be sure to inform the next leader in the succession of command of the commander’s decision if the chief of staff was not present. Format for a Decision Briefing
1. Introduction Begin with a military greeting followed by a statement of the type, classification, and purpose of the briefing. Open with a brief description of the problem and a summary recommendation. 2. Body Key facts bearing upon the problem. Include the pertinent facts that might influence the decision. that an objective presentation highlights both positive and negative facts. Also include any necessary assumptions you made to bridge any gaps in the facts. Courses of action. Discuss the various options for solving the problem. Analysis. Explain any criteria you used to evaluate your courses of action (screening and evaluation).Discuss each course of action’s relative advantages and disadvantages. Comparison. Show how the courses of action rate against the evaluation criteria. 3. Conclusion Describe why the selected solution is best. 4. Questions 5. Restate the recommendation so that it only needs approval/disapproval. 6. Request a decision Mission Briefing You use a mission briefing to provide information, give specific instructions, or instil an appreciation for a mission. A single briefing officer, who may be the commander, an assistant, a staff officer, or a special representative, usually presents it. (Who the briefing officer is depends on the nature of the mission or the level of the headquarters.) Army leaders also use mission briefings in critical situations when they need to provide individuals or smaller units with
more information than plans and orders contain. The mission briefing reinforces orders, provides more detailed requirements and instructions for each individual, and explains the significance of each individual’s role. Format for a Mission Briefing 1. Purposes of a mission briefing Give specific instructions. The mission briefing serves to— • Issue or elaborate on an operation order, warning order, and so forth • Instil a general appreciation of a mission • Review the key points of a forthcoming military operation • Ensure that participants know the mission’s objective, problems they may confront, and ways to overcome them 2. Format The mission briefing uses the five-paragraph operation order format: a. Situation b. Mission c. Execution d. Service e. Command and signal Staff Briefing The staff briefing’s purpose is to ensure a coordinated or unified effort. It may exchange information, announce decisions within a command, issue directives, or present guidance. The staff briefing may include characteristics of the information briefing, the decision briefing, and the mission briefing. Attendance at staff briefings varies with the size of the headquarters, the type of operation under way, and the commander’s personal desires. Generally, the commander, deputies or assistants, chief of staff (executive officer), and coordinating and special staff officers attend. Representatives from major subordinate commands may also be present. The chief of staff (executive officer) usually presides over the staff briefing. He or she calls on staff representatives to present matters that interest those present or that require coordinated staff action. Each staff officer is prepared to brief on his or her area of responsibility. In garrison, staff briefings often occur on a regularly scheduled basis. In combat, staff briefings are held when the situation requires. One form of staff briefing is the presentation of staff estimates that result in the commander’s decision to adopt a specific course of action. In this type of briefing, staff officers involved follow the general pattern set forth for the staff estimate they are presenting.
Format for a Staff Briefing 1. Purposes of a staff briefing The staff briefing serves to: • Keep the commander and staff abreast of the current situation • Coordinate efforts through rapid oral presentation of key data 2. Attendees • The commander, his deputy, and chief of staff • Senior representatives of primary/special staff; commanders of subordinate units • Others as deemed necessary 3. Common procedures • The person who convenes the staff briefing sets the agenda • The chief of staff or executive officer normally presides • Each staff representative presents information on his or her particular area • The commander usually concludes the briefing but may take active part throughout Four Steps to Effective Presentations Once you’ve received your instructions to present a briefing, it’s time to prepare. Don’t wring your hands or get stressed about what to do next. If you use the following four- step process, you’ll find giving briefings easier and easier—you might even look forward to them! 1. Analyze the Situation You analyze the audience and the occasion by asking: • Who am I briefing and why? • How well does the audience know the subject? • What does the audience expect from me? Before briefing an officer the first time, you should ask about the particular officer’s desires. You must understand the purpose of the briefing. Are you to present facts or to make a recommendation? The purpose determines what kind of briefing you present. The time allocated for a briefing will dictate the style, depth of content, and the preparatory effort needed. You should always take into the availability of physical facilities, visual aids, and graphic artists. You prepare a detailed presentation plan and coordinate with your assistant, if any. You should carefully schedule your preparations and formulate a “briefing outline.” You initially estimate the deadlines for each task, schedule facilities for rehearsal, and request critiques from others.
2. Construct the Briefing The briefing’s construction will vary with its type and purpose. The analysis just described gives you the basis for determining this. The following are the major steps you should take to prepare a briefing: • Collect material • Know the subject thoroughly • Isolate the key points • Arrange the key points in logical order • Provide ing data to validate the key points • Select visual aids • Choose the wording you will use • Rehearse before a knowledgeable person who can critique your briefing 3. Deliver the Briefing A briefing’s success depends on how you present it. A confident, relaxed, forceful delivery, clearly enunciated and obviously based on full knowledge of the subject, helps convince the audience. You maintain a relaxed but military bearing. You use natural gestures and movement, but avoid distracting mannerisms. Your presentation should be concise, objective, and accurate. You must be aware of the following: • Your basic purpose is to present the subject as directed and to ensure the audience understands it • You must be brief; avoid a long introduction or summary • You must arrive at conclusions and recommendations logically • You must be ready for interruptions and questions at any point If someone interrupts you, answer each question before proceeding or explain that you will answer the question later in the briefing. At the same time, don’t permit questions to distract you from your planned briefing. If the briefing will answer the question later, you should make specific reference to the earlier question when you introduce the relevant material. You must be prepared to offer evidence to any part of your briefing. You should anticipate possible questions and be ready to answer them. 4. Follow Up When the briefing is over, you prepare a memorandum for the record (MFR). The MFR should record the subject, date, time, and place of the briefing and the ranks, names, and positions of those present. Concisely record the briefing, including recommendations with approval, disapproval, or approval with modification, as well as any instruction or directed action. Be sure to include who is to take action. If the briefing calls for a decision, and the decision maker’s intent is not clear, you should submit a draft of the MFR to the decision maker for correction before you prepare it in final form. The MFR is distributed to staff sections or agencies that must act on the decisions or instructions it contains and those whose operations or plans it may influence.
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 your situation. 2. Construct your briefing. 3. Deliver or present the briefing. 4. Follow up. : 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. Which type of briefing can include characteristics of the other types? 3. What are the four steps you must take to present effectively? 4. What makes the delivery of the briefing successful? 5. What document is prepared when the briefing is over? What information does it contain?
MILITARY BRIEFINGS: KEY
1. The information briefing, the decision briefing, the mission briefing, the staff briefing. Each type has a different purpose (to provide information, to obtain a decision, to give instructions, to ensure coordinated effort) and a different format. 2. The staff briefing. 3. Analyze the situation, construct the briefing, deliver the briefing, follow up. 4. Confidence, clear enunciation, appropriate body language, etc. 5. A memorandum for record (MFR). It contains the subject, date, place, and time of the briefing and the information about those present. It should also include the recommendations, as well as instructions or directed action (and who is to take action).
Briefings are a way to present information to commanders, staffs, or other specific audiences. You decide which techniques to use depending on the purpose of the briefing, the response you want, and your role as briefer. There are four types of military briefings: 1. Information briefing 2. Decision briefing 3. Mission briefing 4. Staff briefing
Information Briefing The information briefing aims to inform the listener and gain his or her understanding. This type of briefing does not include conclusions and recommendations, nor does it require decisions. It deals primarily with facts. You state that the briefing’s purpose is to provide information and that it requires no decision. You briefly introduce and define the subject to orient the listener, and then present the information. Examples of situations requiring an information briefing are high-priority information requiring immediate attention; complex information, such as complicated plans, systems, statistics, or charts, that require detailed explanation; and controversial information requiring analysis.
Format for an Information Briefing 1. Introduction Greeting. Address the person(s) you are briefing. Identify yourself and your organization. “Good morning, General Smith. I’m Captain Jones, the S3 of the 1st Bn 28th Artillery.” Type and classification. Explain the briefing’s classification. “This is a SECRET information briefing,” or “This is an UNCLASSIFIED information briefing.” Purpose and scope. Give the big picture first: explain your briefing’s purpose and scope. “The purpose of this briefing is to bring you up to date on our battalion’s General Defense Plan,” or “I will cover the battalion’s action during the first 72 hours of a general alert.” Outline or procedure. Briefly summarize the key points and your general approach. Explain any special procedures (demonstrations, displays, or tours). “During my briefing, I’ll discuss the six phases of our plan. I’ll refer to maps of our sector, and then my assistant will bring out a sand table to show you the expected flow of battle.” 2. Body Arrange the main ideas in a logical sequence. Use visual aids correctly to emphasize your main ideas. Plan effective transitions from one main point to the next. Be prepared to answer questions at any time. 3. Closing Ask for questions. Briefly restate your main ideas and make a concluding statement . Decision Briefing The decision briefing aims to obtain an answer or a decision. The staff officer presents a recommended solution resulting from analysis or study of a problem or problem area. Decision briefings may be formal or informal. Their level of detail depends on the level of command and how well the decisionmaker knows the subject. When the officer receiving the briefing knows the problem somewhat and has some information relating to it, you normally limit the briefing to a statement of the problem, essential background information, and a recommended solution. You must be ready, however, to present your assumptions, facts, alternative solutions, reasons behind your recommendation, and the coordination involved. If the officer you are briefing doesn’t know the problem and the facts surrounding it, then a more detailed briefing is necessary. In this case, the briefing should include any assumptions you used in analyzing the problem, facts bearing on the problem, a discussion of the alternatives, the conclusions, and the coordination involved. At the outset of the briefing, you should state that you are seeking a
decision. At the conclusion of the briefing, if you do not receive a decision, ask for it. You should be certain that you understand the decision thoroughly. If you are uncertain, ask for clarification. You can help eliminate possible ambiguities by preparing a precisely worded recommendation that can be used as a decision statement. Following the briefing, you must be sure to inform the next leader in the succession of command of the commander’s decision if the chief of staff was not present. Format for a Decision Briefing
1. Introduction Begin with a military greeting followed by a statement of the type, classification, and purpose of the briefing. Open with a brief description of the problem and a summary recommendation. 2. Body Key facts bearing upon the problem. Include the pertinent facts that might influence the decision. that an objective presentation highlights both positive and negative facts. Also include any necessary assumptions you made to bridge any gaps in the facts. Courses of action. Discuss the various options for solving the problem. Analysis. Explain any criteria you used to evaluate your courses of action (screening and evaluation).Discuss each course of action’s relative advantages and disadvantages. Comparison. Show how the courses of action rate against the evaluation criteria. 3. Conclusion Describe why the selected solution is best. 4. Questions 5. Restate the recommendation so that it only needs approval/disapproval. 6. Request a decision Mission Briefing You use a mission briefing to provide information, give specific instructions, or instil an appreciation for a mission. A single briefing officer, who may be the commander, an assistant, a staff officer, or a special representative, usually presents it. (Who the briefing officer is depends on the nature of the mission or the level of the headquarters.) Army leaders also use mission briefings in critical situations when they need to provide individuals or smaller units with
more information than plans and orders contain. The mission briefing reinforces orders, provides more detailed requirements and instructions for each individual, and explains the significance of each individual’s role. Format for a Mission Briefing 1. Purposes of a mission briefing Give specific instructions. The mission briefing serves to— • Issue or elaborate on an operation order, warning order, and so forth • Instil a general appreciation of a mission • Review the key points of a forthcoming military operation • Ensure that participants know the mission’s objective, problems they may confront, and ways to overcome them 2. Format The mission briefing uses the five-paragraph operation order format: a. Situation b. Mission c. Execution d. Service e. Command and signal Staff Briefing The staff briefing’s purpose is to ensure a coordinated or unified effort. It may exchange information, announce decisions within a command, issue directives, or present guidance. The staff briefing may include characteristics of the information briefing, the decision briefing, and the mission briefing. Attendance at staff briefings varies with the size of the headquarters, the type of operation under way, and the commander’s personal desires. Generally, the commander, deputies or assistants, chief of staff (executive officer), and coordinating and special staff officers attend. Representatives from major subordinate commands may also be present. The chief of staff (executive officer) usually presides over the staff briefing. He or she calls on staff representatives to present matters that interest those present or that require coordinated staff action. Each staff officer is prepared to brief on his or her area of responsibility. In garrison, staff briefings often occur on a regularly scheduled basis. In combat, staff briefings are held when the situation requires. One form of staff briefing is the presentation of staff estimates that result in the commander’s decision to adopt a specific course of action. In this type of briefing, staff officers involved follow the general pattern set forth for the staff estimate they are presenting.
Format for a Staff Briefing 1. Purposes of a staff briefing The staff briefing serves to: • Keep the commander and staff abreast of the current situation • Coordinate efforts through rapid oral presentation of key data 2. Attendees • The commander, his deputy, and chief of staff • Senior representatives of primary/special staff; commanders of subordinate units • Others as deemed necessary 3. Common procedures • The person who convenes the staff briefing sets the agenda • The chief of staff or executive officer normally presides • Each staff representative presents information on his or her particular area • The commander usually concludes the briefing but may take active part throughout Four Steps to Effective Presentations Once you’ve received your instructions to present a briefing, it’s time to prepare. Don’t wring your hands or get stressed about what to do next. If you use the following four- step process, you’ll find giving briefings easier and easier—you might even look forward to them! 1. Analyze the Situation You analyze the audience and the occasion by asking: • Who am I briefing and why? • How well does the audience know the subject? • What does the audience expect from me? Before briefing an officer the first time, you should ask about the particular officer’s desires. You must understand the purpose of the briefing. Are you to present facts or to make a recommendation? The purpose determines what kind of briefing you present. The time allocated for a briefing will dictate the style, depth of content, and the preparatory effort needed. You should always take into the availability of physical facilities, visual aids, and graphic artists. You prepare a detailed presentation plan and coordinate with your assistant, if any. You should carefully schedule your preparations and formulate a “briefing outline.” You initially estimate the deadlines for each task, schedule facilities for rehearsal, and request critiques from others.
2. Construct the Briefing The briefing’s construction will vary with its type and purpose. The analysis just described gives you the basis for determining this. The following are the major steps you should take to prepare a briefing: • Collect material • Know the subject thoroughly • Isolate the key points • Arrange the key points in logical order • Provide ing data to validate the key points • Select visual aids • Choose the wording you will use • Rehearse before a knowledgeable person who can critique your briefing 3. Deliver the Briefing A briefing’s success depends on how you present it. A confident, relaxed, forceful delivery, clearly enunciated and obviously based on full knowledge of the subject, helps convince the audience. You maintain a relaxed but military bearing. You use natural gestures and movement, but avoid distracting mannerisms. Your presentation should be concise, objective, and accurate. You must be aware of the following: • Your basic purpose is to present the subject as directed and to ensure the audience understands it • You must be brief; avoid a long introduction or summary • You must arrive at conclusions and recommendations logically • You must be ready for interruptions and questions at any point If someone interrupts you, answer each question before proceeding or explain that you will answer the question later in the briefing. At the same time, don’t permit questions to distract you from your planned briefing. If the briefing will answer the question later, you should make specific reference to the earlier question when you introduce the relevant material. You must be prepared to offer evidence to any part of your briefing. You should anticipate possible questions and be ready to answer them. 4. Follow Up When the briefing is over, you prepare a memorandum for the record (MFR). The MFR should record the subject, date, time, and place of the briefing and the ranks, names, and positions of those present. Concisely record the briefing, including recommendations with approval, disapproval, or approval with modification, as well as any instruction or directed action. Be sure to include who is to take action. If the briefing calls for a decision, and the decision maker’s intent is not clear, you should submit a draft of the MFR to the decision maker for correction before you prepare it in final form. The MFR is distributed to staff sections or agencies that must act on the decisions or instructions it contains and those whose operations or plans it may influence.
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 your situation. 2. Construct your briefing. 3. Deliver or present the briefing. 4. Follow up. : 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. Which type of briefing can include characteristics of the other types? 3. What are the four steps you must take to present effectively? 4. What makes the delivery of the briefing successful? 5. What document is prepared when the briefing is over? What information does it contain?
MILITARY BRIEFINGS: KEY
1. The information briefing, the decision briefing, the mission briefing, the staff briefing. Each type has a different purpose (to provide information, to obtain a decision, to give instructions, to ensure coordinated effort) and a different format. 2. The staff briefing. 3. Analyze the situation, construct the briefing, deliver the briefing, follow up. 4. Confidence, clear enunciation, appropriate body language, etc. 5. A memorandum for record (MFR). It contains the subject, date, place, and time of the briefing and the information about those present. It should also include the recommendations, as well as instructions or directed action (and who is to take action).
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