A weekly founder briefing that makes decisions easier
By Alice Huang, Chief of Staff and operator
Write a short weekly founder briefing around changes, decisions, risks and next steps. Keep facts, estimates and requests distinct.
A founder does not need every task copied into a weekly email. They need to know what changed, what needs a decision and what could surprise them.
a16z describes communication, priorities and decision systems as possible Chief of Staff responsibilities. Peter Brack's playbook also recommends structured updates and an operating rhythm. The briefing below is a suggested format, not a required cadence for every company.
Start with what matters now
Write the short version first: the most important change, the decision needed and the main risk. Link the detailed tracker rather than making the founder hunt through it for the point.
Use a consistent reporting period. Mark data with its source and date. If a number is an estimate, say that. Do not present an unverified status as done because someone expects it to be done.
Use four sections
- Progress: what is completed or meaningfully changed.
- Decisions: the question, recommendation and decision maker.
- Risks: what may slip, the impact and current response.
- Next: the work that matters before the next update.
For each request, name when the decision is needed and what happens if it waits. A deadline should describe the real constraint, not manufacture urgency.
Make the next action easy to see
A fictional request: "We need to choose whether to test the new handoff with one team or roll it out broadly. I recommend one team first because the failure points are still unverified. Please decide before the pilot is scheduled."
That is clearer than "thoughts?" It also keeps a recommendation separate from approval. The Chief of Staff moving the work does not automatically get to make the call.
Agree on the audience
A founder briefing may contain information the whole team should not receive. Confirm who gets which version, and do not copy private personnel or customer details just because the format is convenient.
At the next check-in, ask whether the briefing helped. Cut sections nobody uses. Keep the parts that lead to a decision or prevent a surprise. The format earns its place by making work easier, not by looking complete.