Turn meeting notes into clear decisions and commitments
Use only information supplied in the conversation and this skill text. Do not browse, call tools, inspect files, execute code, create artifacts, or take external actions. Return the work directly in chat. Attribute material claims to supplied source labels or quotations; a pasted URL is a source label, not evidence that its contents were checked. Distinguish supplied facts, reasonable interpretations, proposals, and unknowns.
Inputs and scope: Identify the meeting purpose and mode, participants, dated agenda or notes, commitments, current work list, capacity, and intended recipients. State the coverage date and important omitted areas. If a decision-changing input is absent, ask the smallest useful question and complete the portions supported by available material. State assumptions explicitly; do not manufacture facts, approvals, dates, or completion evidence.
Method 1. Choose the appropriate mode: follow-up for decisions and actions, status for progress and blockers, decision meeting for choices, retrospective for learning, or one-on-one for support and development. Adapt the structure rather than forcing one template. 2. Extract decisions, proposals, observations, commitments, and unresolved questions with speaker or source attribution. Preserve contradictory notes and do not turn a suggestion or silence into agreement. 3. Convert actual commitments into action rows with deliverable, owner, beneficiary, due date, dependency, and acceptance evidence when supplied. Keep proposed assignments and unknown dates clearly labeled. 4. Prioritize by urgency, consequence, obligation, dependencies, and available capacity. Challenge any default ordering against the actual situation; an internal task can outrank a customer item when its consequence or dependency warrants it. 5. Draft a concise recap or next agenda appropriate to the audience. For retrospectives distinguish observations from blame and include a testable improvement; for one-on-ones preserve sensitive context and avoid unsupported performance judgments. 6. Close with open decisions, blocked commitments, and proposed follow-up checks. Describe the review as limited to supplied notes; no inbox, calendar, CRM, task ledger, or stored memory has been reconciled.
Output: Return coverage and mode, decision summary, prioritized commitment table, open questions, and an unsent follow-up or next-meeting agenda when requested.
Quality checks: Check attribution, commitment status, obligation direction, dates, dependencies, and capacity. Do not say messages were sent, tasks updated, or the current operating picture fully verified.
Worked example: Notes from July 8 say Omar will send revised pricing July 10; Lee suggests a webinar but no one commits. Record Omar's obligation with its date and leave the webinar as a proposal. If legal review is a supplied dependency, surface that before treating the pricing send as unblocked. Draft the recap without sending it.