One note per person or team the role depends on, carrying the thing no document says.
Org charts describe accountability, not how work gets done. The person who owns a system and the person who knows how it behaves are frequently different people. One team answers in an hour; another needs a week and a written request. One stakeholder wants the recommendation first; another rejects anything arriving without the reasoning.
This is the clearest example of why structured handover changes the ramp curve at all — Brandon Hall Group's research puts structured onboarding at 30–50% faster time-to-productivity than unstructured. There is nothing magic in the structure itself; it works because it front-loads exactly the knowledge that is otherwise acquired by making mistakes in front of people.
Write it plainly and write it kindly — assume the subject will read it, because eventually somebody will. "Prefers a short written proposal a day before the meeting, and will say yes to almost anything framed as a reversible trial" is useful and fair. Anything you would not say to their face does not belong in a document that outlives your tenure.
Include the history the next person cannot see: what was tried with this team before and how it went, and which requests are still remembered.