Turn the meeting material below into accurate, action-ready meeting notes. [MEETING TRANSCRIPT OR RAW NOTES] [MEETING PURPOSE AND AUDIENCE] [PARTICIPANT NAMES AND ROLES] [PROJECT CONTEXT OR PRIOR DECISIONS] [OUTPUT STYLE AND DISTRIBUTION NEEDS] Separate what was actually decided from ideas, open questions, and discussion. Do not infer agreement because a topic was discussed. Attribute a decision or action only when the speaker, owner, or source material makes it clear. Produce a concise recap with these sections: 1. Meeting details: date if supplied, purpose, attendees, and absentees only if named. 2. Executive summary: 3–5 bullets covering the most consequential outcomes. 3. Decisions: a table with decision, rationale stated in the meeting, owner or approver, and any effective date. 4. Action items: a table with action, owner, due date, dependencies, and status. Use “Owner not assigned” or “Due date not stated” rather than guessing. 5. Open questions and risks: include what must be resolved, who is best placed to answer if known, and the impact of delay. 6. A 75–120 word ready-to-send follow-up message for attendees. Keep routine discussion out unless it changes a decision, action, risk, or stakeholder understanding. Preserve sensitive information only if it belongs in the requested distribution; otherwise label it “Internal detail—confirm before sharing.” Do not add dates, commitments, budget figures, or next steps that are not in the materials. Before answering, check that every action has a stated owner or is marked unassigned, and that every decision is distinguishable from a proposal. Ask up to three clarifying questions only if a required input is missing.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [MEETING TRANSCRIPT OR RAW NOTES] | Paste the transcript, recording summary, or unstructured notes from the meeting. | Maya: We can move the pilot to October 14 if security review clears by Friday. Omar will send the vendor questionnaire today. Priya: Legal still needs the data retention addendum. Team agreed not to announce externally until the pilot has two weeks of results. |
| [MEETING PURPOSE AND AUDIENCE] | State why the meeting occurred and who will receive the notes. | Weekly implementation meeting; recap goes to the internal project team and client sponsor. |
| [PARTICIPANT NAMES AND ROLES] | List attendees with their roles so actions and decisions can be attributed correctly. | Maya Chen, implementation lead; Omar Reed, security analyst; Priya Shah, legal counsel; Elena Torres, client sponsor. |
| [PROJECT CONTEXT OR PRIOR DECISIONS] | Provide relevant background, prior commitments, or terminology needed to interpret the meeting. | Client data cannot enter production until security and legal reviews are complete. |
| [OUTPUT STYLE AND DISTRIBUTION NEEDS] | State whether the notes are internal, client-facing, formal, brief, or need a specific template. | Professional and concise. Keep legal discussion internal-only. |
How to use
- Paste the transcript with speaker names where possible; unnamed transcripts make ownership unreliable.
- Add context for acronyms, prior decisions, and who will see the recap before running the prompt.
- Check the action table against the recording, especially owners, dates, commitments, and items marked as decisions.
- Follow up with: “Convert the action table into a weekly status tracker with a blocker column, without assigning missing owners.”
Variations
Client recap
Use this when a client needs a polished summary without internal debate or sensitive details.
Write a client-facing recap from [MEETING NOTES] for [CLIENT AND RECIPIENTS]. Include agreed objectives, confirmed decisions, client and team action items, dates stated in the meeting, and open dependencies. Use a courteous, direct tone and keep it under 350 words. Exclude [INTERNAL TOPICS TO OMIT]. Do not turn proposals into commitments or reveal internal deliberation. Check that every deadline and owner appears in the source notes before returning the email-ready recap.
Decision log
Use this when you need a durable record of choices made across a project.
Extract a decision log from [TRANSCRIPT OR NOTES] for [PROJECT]. Return a table with date, decision, alternatives considered, rationale, decision maker, affected workstream, and revisit trigger. Include only explicit decisions; put unresolved items in a separate questions table. Use “not stated” for missing fields. Do not infer rationale from a speaker’s role. Check that each entry contains a clear decision, not merely an intention or update.
One-on-one notes
Use this when documenting a manager and employee check-in.
Turn [ONE-ON-ONE NOTES] into private one-on-one notes for [MANAGER] and [EMPLOYEE]. Include wins, priorities, support needed, development discussion, agreed actions, and topics to revisit. Keep personal or sensitive context factual and minimal. Do not assign a performance judgment, diagnosis, or commitment that was not stated. Mark unclear ownership or due dates. Check that feedback is attributed accurately and that the action list is separated from general conversation.
Tips
- A decision is a commitment to a path; “we should consider” belongs under open questions, not decisions.
- When the meeting ends without an owner, record the gap explicitly. Quietly assigning the most likely person creates avoidable accountability disputes.
- For client-facing notes, separate contractual or legal commitments from operational next steps and confirm the distribution list before sharing.
- If a transcript has conflicting dates or owners, cite the conflict in the notes rather than selecting one version.
FAQ
Can Copilot create meeting notes from a recording?
It can summarize a transcript when one is available, but names, dates, and commitments still need verification. Recordings with poor speaker labels require extra care.
How detailed should meeting notes be?
Capture decisions, actions, risks, and necessary context. A near-verbatim summary usually obscures the work people must do next.
Should notes include disagreements?
Include a disagreement when it affects an unresolved decision, risk, or next step. Do not preserve every conversational exchange.