Synthesize Meeting Notes

Documentation Index

Fetch the complete documentation index at: https://docs.getcore.me/llms.txt

Use this file to discover all available pages before exploring further.

Goal: Transform raw meeting notes into a clear, actionable summary with key decisions, action items, and next steps organized by owner and priority.

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Tools Required

This skill runs using CORE memory only. No integrations required.

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Step 1: Gather Meeting Materials

Collect the source material:

• Raw meeting transcript or notes
• Meeting date, attendees, and topic
• Any supporting documents (slides, links, context)
• Recording (if available)

Ask: “What was the purpose of this meeting?” to frame the synthesis.

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Step 2: Extract Key Decisions

Identify all decisions made during the meeting:

• What was decided? (Be specific, not vague)
• Who decided it? (Was consensus or was it leadership call?)
• What was the reasoning? (Why this decision, not the alternative?)
• Timing: When does this take effect?

List only decisions, not discussions. A discussion without a decision is a note, not a decision.

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Step 3: Identify Action Items

Pull out every action item explicitly stated or implied:

• What action is needed?
• Who is responsible? (Must be a specific person, not “the team”)
• When is it due? (Must have a date, not “soon”)
• What is success? (What does done look like?)

If an action item doesn’t have an owner or date, the meeting facilitation was incomplete. Flag this.

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Step 4: Summarize Context and Rationale

For each decision or major topic, capture:

• Problem or context that prompted discussion
• Alternatives considered (if any)
• Trade-offs or risks identified
• Who raised concerns or objections

This helps future readers understand why a decision was made, not just what it was.

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Step 5: Flag Open Questions and Parking Lot Items

Note:

• Questions that weren’t answered
• Topics that were deferred
• Assumptions that need validation
• Items to discuss in the next meeting

Assign ownership for follow-up research if needed.

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Step 6: Organize by Audience and Urgency

Structure the output for different needs:

• Urgent items (due this week)
• Medium-term items (due this month)
• Long-term items (future work)
• FYI (people who need to know but no action)

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Output Format

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Meeting Summary — [Meeting Topic] 📅 Meeting Details

• Date: [Date and time]
• Attendees: [List of people]
• Purpose: [What this meeting was about]
• Duration: [Minutes]

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🎯 Key Decisions 1. [Decision Title] What was decided: [Specific decision] Rationale: [Why this decision / problem it solves] Alternatives considered: [What else was discussed?] Owner/Approver: [Who made the final call] Timing: [When does this take effect?]

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2. [Decision Title] [Same structure]

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⚡ Action Items URGENT (Due This Week) THIS MONTH FUTURE / BACKLOG

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📋 Context & Rationale (for future reference) Topic 1: [What was discussed] Context: [What prompted this conversation?] Main points: [Key facts or data shared] Perspectives: [Who said what? Any disagreements?]

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Topic 2: [What was discussed] [Same structure]

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❓ Open Questions

• [Unanswered question] — [Owner for follow-up, if any]
• [Unanswered question] — [Owner for follow-up]

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🚀 Parking Lot (Deferred Topics)

• [Topic] — [Why deferred?] — [Next review: [When]]
• [Topic] — [Why deferred?]

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📢 FYI / No Action Needed

• [Information shared that stakeholders should know]
• [Announcement or update]

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Edge Cases

• No clear decisions made: Flag this. “The meeting discussed X but didn’t reach a decision. Is another meeting needed?”
• Action items without owner: Escalate to the meeting organizer. Ask: “Who is responsible for this?”
• Action item due date is vague: Default to the next relevant meeting or sprint. Clarify with the owner: “When do you need this?”
• Attendee disagreed with decision: Note the dissent. “X raised a concern about [decision]. Here’s their perspective: [Quote or paraphrase].”
• Partial attendees or late joiners: Offer them a summary of decisions made before they arrived. Ask if they have input.
• Recording or transcript available but notes are sparse: Use the recording to fill gaps. Prioritize decisions and action items over full transcription.