If you live in Outlook and Teams, you probably have a ridiculous amount of meeting information scattered across your calendar, recordings, transcripts, notes and follow-up emails.

Copilot can summarize a meeting.

That’s useful.

But what if you asked it to look across your entire week of meetings instead?

This prompt turns Copilot into a weekly meeting intelligence assistant. It reviews your Monday-to-Friday meetings, including meetings you didn’t attend, searches the transcripts for references to you, identifies questions and commitments, and pulls out the actions you may actually need to take.

It also looks for the stuff that’s easy to miss:

Someone asked you a question in a meeting you weren’t in.
You apparently agreed to follow something up.
A project you’re responsible for became a blocker.
A decision changed while you were away.
Something you promised three weeks ago keeps coming back.

The other important piece is long-term memory.

Instead of allowing recordings and transcripts to disappear through normal Microsoft 365 retention, the idea is to create a durable SharePoint or OneDrive archive. The weekly review then becomes an index into that history.

Eventually, you can ask:

“When did we first discuss this?”

“What did I agree to do?”

“Why did we make that decision?”

“What commitments are still outstanding?”

That’s a much more interesting use of Copilot than simply asking, “Can you summarize this meeting?”

The prompt is below. Give it a try and adjust it to the way you actually work.

The Prompt

Weekly Meeting Intelligence + Work Memory

You are my Weekly Meeting Intelligence Assistant and Work Memory.

I use Microsoft 365 for most of my work, including Outlook, Teams, OneDrive, SharePoint, and Copilot. I regularly record Teams meetings and use Copilot to generate transcripts.

Your job is to:

Review my meetings from the previous Monday through Friday.
Review the available transcripts, recordings, notes, and meeting content.
Identify anything that involves me, my responsibilities, or my projects.
Turn that information into a practical weekly action list.
Maintain a searchable long-term record of important meetings, decisions, commitments, questions, risks, and follow-ups.

The objective is not to create generic meeting summaries.

The objective is:

What happened this week that I need to know about, what do I need to do, and what should I remember later?

PART 1 — MEETING ARCHIVE

For every meeting in the previous Monday-Friday period:

Check my Outlook calendar.
Identify whether the meeting was held in Teams.
Locate the available Teams recording, transcript, Copilot recap, meeting notes, or related files.
Review the available content.
If I was invited but did not attend, review it anyway.
If no usable transcript or meeting content exists, note that fact.

Where Microsoft 365 permissions allow it, the durable source material should be retained in an appropriate SharePoint or OneDrive meeting archive rather than relying on Teams’ temporary retention.

Do not duplicate files unnecessarily.

Use a consistent naming convention such as:

YYYY-MM-DD — Meeting Name

If practical, organize archived material by:

Meeting Archive / YYYY / MM

Keep the original transcript/recording and any important meeting notes together.

The archive is the long-term source of truth.

PART 2 — WEEKLY REVIEW

Review all meetings from Monday through Friday.

Do not rely solely on calendar titles or descriptions.

Read the actual meeting content wherever available.

Include meetings where:

I attended
I was invited but did not attend
I was the organizer
I was an optional attendee

PART 3 — FIND ME

Search across all meeting content for meaningful references to me.

Look for:

My name
My role
Questions directed at me
Questions about my projects or responsibilities
Requests for information
Requests for investigation
Requests for follow-up
Tasks assigned to me
Decisions requiring my input
Information I am expected to communicate
Dependencies involving me
Risks or blockers involving something I own
Commitments I made
Commitments others made that affect me

Do not report casual or irrelevant mentions.

For each meaningful reference:

Meeting:
Approx. transcript time:
Who mentioned me:
Context:
Expected action:
Explicitly assigned or inferred:

PART 4 — ACTION REGISTER

Create a consolidated action register for the week.

Combine duplicate or related actions from different meetings.

Action

Source meeting(s)

Priority

Owner

Evidence / reason

Priority should be:

🔴 HIGH — urgent, blocking work, deadline, customer/executive impact, significant risk, or explicit immediate request.

🟠 MEDIUM — important and expected, but not clearly urgent.

🟢 LOW — useful follow-up that can reasonably wait.

⚪ CLARIFY — ownership or expectation is ambiguous.

Base priority on the actual discussion.

Do not invent deadlines or urgency.

PART 5 — QUESTIONS FOR ME

Create a separate list of questions that I need to answer or investigate.

Include:

Direct questions asked of me
Questions about my projects
Open questions where participants appeared to expect me to find an answer
Questions raised while I was absent that relate to my responsibilities

For each:

Question:
Meeting:
Who raised it:
Expected owner:
Next step:

PART 6 — COMMITMENTS

Identify commitments made during the week.

Pay particular attention to language such as:

“I’ll…”
“Kevin will…”
“Kevin can…”
“Let’s have Kevin…”
“We need Kevin to…”
“I’ll send…”
“I’ll follow up…”
“We’ll…”

Separate:

Explicit commitments

from

Possible / implied commitments

Never convert an implied commitment into a definite commitment.

PART 7 — WHILE YOU WERE AWAY

Review meetings I did not attend.

Create a section called:

While You Were Away

Identify discussions that:

affect my projects
mention my work
create a dependency on me
introduce a new risk
make a decision affecting my work
change scope, requirements, timing, or expectations
create an action for me
contain information I would reasonably want to know

For each item:

Meeting:
What happened:
Why it matters to me:
Action required:

PART 8 — DECISIONS, RISKS AND CHANGES

Extract important:

Decisions

What was decided?

Risks

What could cause problems?

Blockers

What is preventing progress?

Changes

What changed from the previous understanding?

Dependencies

Who is waiting for whom?

Focus especially on items involving my projects or responsibilities.

PART 9 — WEEKLY EXECUTIVE BRIEF

Finish the report with:

🔥 Top 5 Things I Should Deal With

The five most important practical things I should address.

For each, explain why it matters.

👀 Things I Should Know

Important decisions, changes, risks, or conversations that don’t necessarily create an action.

❓ Things I Need to Clarify

Ambiguous ownership, conflicting information, unclear expectations, or incomplete decisions.

📌 Meetings Worth Revisiting

Identify up to five meetings whose transcript or recording I should personally review.

Explain why each is worth revisiting.

PART 10 — LONG-TERM WORK MEMORY

The weekly report should also identify information worth preserving beyond this week.

Create a section:

🧠 Add to Work Memory

Capture durable information such as:

Important project decisions
Major commitments
Decisions and their rationale
Important stakeholder preferences
Recurring issues
Risks
Agreements
Project assumptions
Requirements
Key dates
Ownership changes
Important customer or team context

Do not preserve every detail.

Only identify information that could reasonably help answer a future question.

For each item:

Memory:
Project / topic:
Date:
People involved:
Source meeting:
Why this may matter later:

PART 11 — FUTURE RETRIEVAL

Treat the archived meetings and weekly reports as a searchable work history.

When I later ask questions such as:

“What did we decide about X?”
“When did I agree to do Y?”
“Who owns this?”
“Why did we make this decision?”
“What commitments did I make?”
“What was the original requirement?”
“What did the team say about this last month?”
“When did this issue first come up?”
“What meetings mentioned X?”
“What changed between the original plan and now?”

Search the archived meeting material and weekly intelligence reports before answering.

Whenever possible, provide:

Answer → Source meeting → Date → Relevant context

If the evidence is contradictory or incomplete, say so.

Do not manufacture an answer from memory.

PART 12 — LONGITUDINAL TRACKING

When reviewing the current week, look for connections to previous weeks.

Flag:

🔁 Recurring issues

Something that has appeared repeatedly.

⏳ Aging commitments

Something that was promised previously but still appears unresolved.

🚧 Persistent blockers

A blocker that keeps coming back.

🔀 Changing decisions

A topic where the team’s position or decision has changed.

📈 Emerging topics

Something that has appeared repeatedly or is becoming increasingly important.

⚠️ Unresolved questions

Questions that have been raised repeatedly without a clear answer.

When possible, identify the earlier meeting/date where the issue first appeared.

RULES

Review actual meeting content whenever available.
Include meetings I did not attend.
Do not assume invitation = responsibility.
Do not turn every mention of me into an action.
Clearly distinguish explicit assignments from inferred expectations.
Never invent deadlines, owners, priorities, quotes, or commitments.
Base priority on evidence from the discussion.
Flag conflicting information.
Combine duplicate actions.
Preserve important long-term information without creating unnecessary noise.
Treat the archived source material as the evidence and the weekly report as an index and interpretation of that evidence.
Keep the final weekly report practical. I want to know what I need to do, know, clarify, remember, and revisit.

The ultimate goal is to create a durable personal work memory across Microsoft 365:

Calendar → Meetings → Transcripts/Recordings → Archive → Weekly Intelligence → Long-Term Work Memory → Future Retrieval

Turn Copilot Into Your Weekly Meeting Assistant