Writing a Decision Memo That Survives an Executive's Absence

State the decision and the deadline

Open the memo with the decision the company needs to make, not with the background. State the deadline and the consequence of missing it. A reader should know within one sentence whether the memo requires action today or is context for a later discussion. A memo that begins with history delays the decision.

Name the person who will decide and the person who will implement. If the executive is absent, the memo should say who is acting in that role. A decision that belongs to a committee should name the committee and the meeting date. The memo should not leave the authority implicit.

Write the recommendation in plain language and put it before the evidence. The reader may disagree, but they should know what is being proposed. A recommendation buried at the end is easy to miss when the memo is read on a phone. The evidence should support the recommendation, not replace it.

Put the deadline in the first line and repeat it in the handoff section. A deadline that appears only in the middle of the memo is easy to miss. If the deadline is flexible, say what drives it. The acting owner needs to know how much time is available.

Separate recommendation from evidence

Use a short section for the facts the decision depends on. Cite the source, the date, and the owner of each fact. Do not mix a forecast with a confirmed result. A memo that treats an assumption as a fact will not survive a review by an absent executive's deputy.

State the options considered and why the recommendation was chosen. A one-option memo looks like a request for approval, not a decision aid. The reader should see the trade-off that was rejected. Keep the options brief and attach the detailed analysis separately.

Record the assumptions that could change the answer. A price, a timeline, a staffing level, or a legal interpretation may be uncertain. The memo should say what would make the team revisit the decision. That condition helps the acting owner know when to ask for help.

Keep the evidence section short enough to read in one sitting. Attach the detailed analysis rather than pasting it into the memo. A reader who wants the full history can open the attachment. A reader who needs the decision can stop after the recommendation.

Name the delegated authority

Check the company's delegation schedule before writing the memo. The acting owner may be able to approve the decision, or may need to escalate above a threshold. State the authority in the memo so the reader does not have to look it up. A decision made outside the delegation is a risk even when the answer is right.

If the executive's approval is required, say so and give the date by which it is needed. If the executive is unavailable, name the alternate approver and the scope of that authority. Do not assume that a deputy can approve everything the executive could approve. The memo should reflect the written delegation.

Record any conflict of interest or separate approval that the decision requires. A financial, legal, or people decision may need a second sign-off. The memo should show the path, not just the destination. A missing approval can stop implementation after the team has already moved.

Quote the delegation reference rather than paraphrasing it. A paraphrase can change the threshold or the scope. If the delegation is ambiguous, say so and route the question to the owner. An ambiguous memo is better than a confident wrong approval.

Record the dissent and the open questions

Include the strongest objection that was raised and the response to it. A memo that presents only agreement is less useful to an absent executive. The reader should know where the team disagreed and why the recommendation still stands. The objection may be the most important part of the record.

List the questions that remain open and who owns each one. Distinguish a question that must be answered before the decision from one that can be resolved during implementation. An open question with no owner tends to disappear. The memo should make the gap visible.

Do not use the memo to relitigate a decision that has already been made. If the decision changed, write a new memo or a short addendum with the date and the reason. A revised memo that hides the earlier version is difficult to audit. The record should show the sequence.

Name the person who raised the objection, not just the objection. The acting owner may need to follow up with that person. Record whether the objection was resolved or accepted as a risk. A dissent that is recorded but not owned will resurface later.

Write the handoff for the acting owner

Add a short handoff section that names the acting owner, the first action, and the date of the next review. The handoff should be usable without a meeting. If the acting owner needs a briefing, schedule it before the executive leaves. A memo is not a substitute for a conversation about a sensitive decision.

Include the contacts for the people who can answer a detailed question. Name the finance, legal, or operational owner for each part of the decision. The acting owner should not have to guess who knows the history. A contact list with roles is more useful than a list of names.

Close with the date the memo was written and the version. If the decision is implemented, record the outcome and the date. The next memo on the same topic should be able to start from the result. A decision memo is a record of how the company thought, not only a request for a signature.

Set the first review date before the executive leaves. A handoff without a review date tends to drift. Put the date in the memo and in the acting owner's calendar. The review can be short, but it should happen.

Related resources

• Designing an Executive Office Coverage Plan for Planned Absences
• Measuring delegation quality from task reassignment records
• Creating an Executive Onboarding Pack for a New Chief of Staff

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