When we waste time with email because of our own actions, complaining bitterly about it doesn't make much sense. To get control of email, we have to change how we work with it. Here's Part IV of a little catalog of ways to waste time with email. See "Email Antics: III," Point Lookout for January 14, 2004, for more.
- Gossip about people in a message, then accidentally send it to them, too
- Gossiping in email is dangerous. Even if you don't accidentally send the gossip to the wrong people, someone else can, at any time. It's called the "Forward" button.
- Assume that the sender is the actual sender
- Most often, the From does contain the actual sender's name and address. But there are viruses, spammers, and others in the world who know how to "spoof" the From, with malice in mind. Before you launch a tirade, consider whether the person in the From really is the sender.
- Age your inbox
- Aging a message in your inbox before answering might be OK, but would you like one of your urgent queries to be treated that way? Your delaying might be a serious inconvenience to your correspondent. If you really are so busy that you can't reply fully, send a short note explaining the delay and estimating when you can respond.
- Print a message before reading
- Unless you Humor is culture-specific,
and often personal.
Tag your humor somehow.have a health reason for printing before reading, get used to the twenty-first century. Learn to read directly from your display. If your display is hard to read, change the default font and colors to something you like better. After you've read the message, you can print it if it's important enough. Most of the truly important messages still come to you on paper anyway.
- Forget that humor is cultural — even microcultural
- Humor is culture-specific, and often personal. That's why we so often disagree about what (or who) is funny. Assume that some people won't understand your humor, or worse, that they'll understand it but don't think it's funny. Tag your humor somehow — smileys work pretty well. Seriously. ;^)
- Use sarcasm
- Sarcasm is usually obvious in live conversation, when we can use voice tone, body language, and facial expressions to signal the sarcasm. In email, sarcasm is dangerous, because the tone of the voice in your head as you write isn't attached to the message. The consequences of misunderstanding can be truly horrible. If you must use sarcasm, indicate it in some explicit way, such as: <Begin sarcasm>attaching to the message a drawing of a hammer that recipients can use to hit themselves over the head until they get it<End sarcasm>.
If you do some of these, and you'd like to stop, tack this list on your wall. Highlight the ones you want to avoid, and review it once in a while to see how you're doing. Be patient, expect lapses, and celebrate your victories. First in this series Top Next Issue
Are you so buried in email that you don't even have time to delete your spam? Do you miss important messages? So many of the problems we have with email are actually within our power to solve, if we just realize the consequences of our own actions. Read 101 Tips for Writing and Managing Email to learn how to make peace with your inbox. Order Now!
And if you have organizational responsibility, you can help transform the culture to make more effective use of email. You can reduce volume while you make content more valuable. You can discourage email flame wars and that blizzard of useless if well-intended messages from colleagues and subordinates. Read Where There's Smoke There's Email to learn how to make email more productive at the organizational scale — and less dangerous. Order Now!
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About Point Lookout
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More articles on Effective Communication at Work:
- You and I
- In tense discussions, the language we use often contributes to the tension. If we can transform the
statements we make about each other into statements about ourselves, we can eliminate an important source
of tension and stress.
- Decision-Making and the Straw Man
- In project work, we often make decisions with incomplete information. Sometimes we narrow the options
to a few, examine their strengths and risks, and make a choice. In our deliberations, some advocates
use a technique called the Straw Man fallacy. It threatens the soundness of the decision, and its use
is very common.
- Controlling Condescension
- Condescension is one reason why healthy conflict becomes destructive. It's a conversational technique
that many use without thinking, and others use with aggressive intention. Either way, it can hurt everyone
- Definitions of Insanity
- When leaders try to motivate organizational change, they often resort to clever sloganeering. One of
the most commonly used slogans is a definition of insanity. Unfortunately, that definition doesn't pass
the sanity test.
- Virtual Meetings: Dealing with Inattention
- There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAUJWMCegRvYSYJQkner@ChacyXwoVLhACJRDMpbNoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.