Write an internal memo for [RECIPIENTS] about [TOPIC AND DECISION]. The memo’s purpose is [PURPOSE OR ASK]. Use these facts, constraints, and source material: [FACTS AND EVIDENCE]. The relevant background is [BACKGROUND AND CONTEXT]. The preferred tone is [TONE AND ORGANIZATIONAL CONTEXT]. Produce a memo of 500–800 words with these labeled sections: 1. To / From / Date / Subject, using a subject line that states the decision or action needed. 2. Executive summary: two to four sentences stating the situation, recommendation, and requested response. 3. Context: only the history needed for a reader who was not in the prior discussions. 4. Analysis: distinguish facts, assumptions, options, tradeoffs, and operational or financial impact. Use bullets for comparisons. 5. Recommendation and rationale: state one recommended course unless I explicitly supplied multiple equal options. 6. Requested action: name who needs to do what, by when, and what happens if no decision is made. 7. Next steps: a short owner-and-date list. Match the directness expected for the recipients: executives need a decision and material risk first; project teams need dependencies and handoffs; broad staff audiences need plain language and practical implications. Do not bury the ask in the final paragraph. Do not invent numbers, decisions, approvals, policies, or stakeholder views. Before answering, check that every factual claim is supported by my material and flag unsupported claims as [VERIFY]. Then check that the requested action is unambiguous, has an owner where possible, and is consistent with the recommendation. Ask up to 3 clarifying questions only if a required input is missing.
Fill in
| Placeholder | What to enter | Example |
|---|---|---|
| [RECIPIENTS] | Name the people or group receiving the memo and their level of familiarity with the issue. | VP of Operations and regional warehouse managers; executives know the budget, managers need the rollout details. |
| [TOPIC AND DECISION] | State the subject and the decision or action the memo concerns. | Approve a six-week pilot of Saturday fulfillment at the Columbus warehouse. |
| [PURPOSE OR ASK] | Explain exactly what you want recipients to approve, decide, provide, or do. | Approve the pilot budget by Thursday and assign local staffing owners. |
| [FACTS AND EVIDENCE] | Paste confirmed figures, dates, findings, options, and source notes. | Late Friday orders rose 18% since April; pilot cost is $42,000; projected incremental gross margin is $71,000; no new equipment is needed. |
| [BACKGROUND AND CONTEXT] | Provide the minimum history, prior decisions, and constraints readers need. | The current Monday backlog averages 1,240 orders. A prior overtime-only trial reduced the backlog but had 19% absenteeism. |
| [TONE AND ORGANIZATIONAL CONTEXT] | Describe the desired tone and any relevant norms, sensitivities, or hierarchy. | Practical and candid; surface labor risk without sounding alarmist. |
How to use
- Paste the prompt and replace every bracketed field with confirmed notes, figures, and the real decision.
- Read the executive summary and requested action first; they should make sense without the context section.
- Verify any dollar amount, deadline, policy reference, and named owner against your source notes.
- Follow up with: “Make this a 250-word version for the leadership meeting, preserving the exact ask and material risks.”
Variations
Decision memo
Use when leaders must choose among defined options.
Draft a 600-word decision memo for [DECISION MAKERS] choosing among [OPTIONS]. Use [EVIDENCE AND CONSTRAINTS]. Give a one-paragraph recommendation, then a comparison table covering cost, timing, risk, reversibility, and operational impact. State what decision is needed by [DEADLINE] and the consequence of delay. Do not score an option using facts I did not provide. Mark unknowns as [OPEN QUESTION] and ask up to 3 questions only if essential information is missing.
Policy change memo
Use when announcing a new or revised internal policy.
Write a staff memo announcing [POLICY CHANGE] to [AUDIENCE], effective [DATE]. Use [APPROVED POLICY DETAILS] and [IMPLEMENTATION NOTES]. Include what is changing, who is affected, what employees must do, exceptions or escalation paths, and where to get help. Separate confirmed rules from pending details. Use plain language without legal interpretation or invented requirements. End with a short checklist. Ask up to 3 questions only if an essential policy detail is absent.
Project update memo
Use when stakeholders need a concise status and escalation update.
Write a project status memo for [STAKEHOLDERS] on [PROJECT]. Use [STATUS FACTS], [MILESTONES], and [RISKS OR BLOCKERS]. Lead with overall status and the one decision or assistance needed. Include completed work, next milestones with owners and dates, dependencies, and risks with mitigation. Do not call a risk resolved without evidence. Flag any date or ownership gap as [CONFIRM]. Ask up to 3 questions only if a required status fact is missing.
Tips
- Put the decision and the deadline in your source notes before prompting; a memo cannot create a decision that has not been made.
- For a recommendation memo, give the alternatives considered and the reason each is not preferred, even in one line.
- Treat broad distribution as a separate audience: define jargon once and remove meeting-history details that outsiders cannot decode.
- If the memo creates commitments, have the accountable owner confirm dates, budget, and authority before distribution.
FAQ
Can AI write a memo from meeting notes?
Yes, if you provide the confirmed decisions, open questions, attendees’ responsibilities, and any deadlines. Check that the draft does not turn suggestions from the meeting into approved commitments.
How long should an internal memo be?
Most decision memos work at 500–800 words, with the recommendation and ask near the top. Use an appendix or linked material for supporting detail.
Should I include a recommendation in every memo?
No. An informational memo should state what changed and what readers need to do; a decision memo should clearly state the recommendation and tradeoffs.