Step Three:
Delivering the Briefing.
A successful briefing depends on how it is presented. A confident, relaxed,
forceful delivery, clearly enunciated and obviously based on a full
knowledge of the subject, helps convince the audience.
You should maintain a relaxed, but military bearing. Use natural gestures
and movements, and avoid distracting mannerisms.
Your delivery should be
characterized by conciseness, objectivity, and accuracy. You must be aware
of the following:
-
The basic purpose is to present the subject as directed and to
ensure that it is understood by the audience.
-
Brevity precludes a lengthy introduction or summary.
-
Logic
must
be
used
in
arriving
at
conclusions
and
recommendations.
-
Interruptions and questions may occur at any point. If and when
these interruptions occur, you should answer each question before
proceeding or indicate that the questions will be answered later
in the briefing.
At the same time, you should not permit
questions to distract you from your planned briefing.
If the
question will be answered later in the briefing, you should make
specific reference to the earlier question when you introduce the
material.
You must be prepared to support any part of your
briefing. You must anticipate possible questions and be prepared
to answer them.
Step Four:
Follow-Up.
When the briefing is over, you must prepare a memorandum for record (MFR).
The MFR should record the subject, date, time, place of the briefing, and
the ranks, names, and positions of those present. The briefings substance
is recorded in a concise form.
Recommendations
and
their
approval,
disapproval,
or
approval
with
modification are recorded as well as any instruction or directed action and
who is to take action. When a decision was involved and there is doubt as
to the intent of the decision maker, a draft of the MFR is submitted to the
person who made the decision for correction before it is prepared in final
form. The MFR is distributed to staff sections or agencies that must take
action on the decisions or instructions contained in it or whose operations
or plans may be influenced.
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