When I would run company or battalion meetings, I always focused on the intent for the meeting.  Then I would look at what information I actually needed that would shape the decisions I made.  Too often people add slides and information just because it is “nice to know.”  If that information doesn’t tell me something that will help me make a decision or force me to make a decision, then I will take it out.  I also made it clear to those briefing that they should only brief information that was important or information that changed.  They did not need to brief everything on the slides.  Sometimes the slides were good for reference.  For example, each week we would not need to go over every pending tasking.  Some tasks were months out and very simple.  If there was no change to those, then there was no need to brief it.  I also adjusted the frequency we briefed certain information.  Some information would only appear once a month versus every week.  The way I determined the frequency was based on when I needed the information and also how often that information would change.

For higher level meetings, I always know my information and make sure my slides are accurate and formatted correctly.  I also read every slide in the read ahead, not just my own.  I basically “red team” the slides to determine what questions could come out of them that I might need to answer.  I do the same for my slides.  Then I will research that information to make sure I have it going into the meeting.  If I know the person I am briefing, I will have a better idea of the “rabbit holes” that person likes to take and what information peaked their attention.  One person I briefed would like to ask specific questions about taskings, so I always had a few notes prepared on each pending tasking.  Another boss just wanted me to tell him if we were good and if there was anything he needed to action.  Another important TTP is briefing to the appropriate audience.  Some briefings are meant for collaboration while others are meant as informational meetings for a specific person.  In the latter, I focus my information towards that person and do not brief information for the others in the room.  Sticking on topic is very important in my opinion.  Finally, brief only what is important.  People in the room can read, so draw their attention to the important information.  Briefers that talk about everything quickly lose the attention of the audience.

One thing I do, which I think is really important, is to take subordinates with me to various meetings.  That gives them exposure to other briefers, content, and meeting flows.  It is a great way to develop them help prepare them for when they are in your shoes.  It also helps them cover down if you are ever out.  In one unit I was in, the CDR would never take their XO to the meeting.  Eventually the XO had to take Command of the unit when the CDR left and there was no replacement.  That new CDR failed in the first few briefings because they had no idea how any of it worked and was not proficient with the information.  I always check with my boss to see if it is ok to bring someone with me (XO, PL, junior staff officer, etc).  Not once have I ever been told no.  My boss always understood my intent and valued that development.  Sometimes my boss would even have the other person participate in the meeting to further develop them.

Chad