To some, this blog will seem obvious and the bread and butter of running a meeting but for some it will be new. Most meetings run longer than they need to, not because the issues are complex, but because the ideas behind them have not been prepared in a clear and accessible way. A short discussion paper shared before the meeting provides structure, reduces misunderstanding, and presents the author as organised, competent, and credible.
A discussion paper works in large meetings and in one to one conversations with a line manager. It is particularly useful when a decision is required. It can also act as the concise top sheet of a longer document when the level of detail needs to be available but not present in the meeting itself.
When colleagues receive a well structured document in advance, they arrive better prepared, more confident about the purpose of the meeting, and more able to contribute constructively. The communication looks clearer and more professional, and the presenter is perceived as someone who respects others’ time and understands the need for clarity.
A planned and concise written paper helps prevent misinterpretation and misunderstanding. Instead of reacting to new information in the meeting, participants have time to reflect and think through their perspective beforehand. This reduces emotional responses and encourages reasoned contributions. It also prevents the meeting from being dominated by the loudest or quickest voices. Everyone arrives with the same information, which creates a balanced starting point. The result is fewer disagreements rooted in confusion and a smoother path towards a well considered decision. Most importantly, the document provides a single reference point. When discussion becomes unfocused or tangled, the group can return to the paper, which keeps the meeting moving and prevents unnecessary detours.
The paper should be no more than two sides of A4. One side is even better. Keeping it short improves engagement and increases the likelihood that it will actually be read.
This opening section frames the issue clearly.
How to write it:
This section positions you as a clear thinker who can articulate the situation without drama or ambiguity.
This section prevents the common problem of the meeting revisiting ideas that were tried or discussed already.
How to write it:
This demonstrates that you have done your homework and protects the meeting from unnecessary repetition.
Offering options signals balanced judgement and avoids the impression that you are pushing a single idea.
How to write it:
This structure shows analytical competence and helps others compare the options quickly.
A meeting moves more efficiently when the presenter states their recommendation upfront.
How to write it:
Stating your preference improves the optics of competence, because it shows that you can evaluate choices and take a reasoned position.
This section captures information that might affect the decision but does not fit into the previous sections.
How to write it:
A well written discussion paper signals professionalism. It shows that you can distil complexity into a clear structure, provide balanced thinking, and respect the time and capacity of your audience. This enhances the perception of your competence and reliability.
It also improves your verbal presentation. Rather than speaking through a long slide deck, the discussion paper provides a simple structure to talk through. This reduces the need for lengthy PowerPoint presentations, which often overwhelm audiences and encourage passive listening. With the paper as a guide, you can lead the meeting with clarity and purpose while encouraging active engagement.
During the meeting, the paper acts as the anchor for the discussion. This reduces the need for improvisation, keeps you focused, and helps you present your ideas confidently. The audience sees a clear thinker with a disciplined approach to communication.
Brown, B. (2012). Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead. Penguin Publishing Group.
Dutton, J. and Spreitzer, G. (2014). How to Be a Positive Leader: Small Actions, Big Impact. San Francisco: Berrett Koehler.
Edmondson, A. (1999). Psychological safety and learning behaviour in work teams. Administrative Science Quarterly, 44, pp. 350 to 383.