If your email inbox is bloated, you probably want to clean it up. If you cleared it out recently, and it's gradually re-bloating, you probably fear it's happening again. Maybe you've just given up altogether.
Unless you have an assistant, or you're one of the carefully energetic few who regularly keep their inboxes clear, bloat and bloat anxiety are facts of life. Advice about how to keep your inbox clear once it's clear does help, but it doesn't help you get your inbox clear — it doesn't help you recover from bloat. Here are some suggestions for bloat recovery.
- Recognize that inbox bloat is a fact of your life
- Some believe that once they clear their inboxes, they'll magically stay clear. Sadly, that doesn't work. Unless you change how you operate, re-bloat is inevitable, and cleaning up is hardly worth it.
- Keep doing what you're doing
- Whatever you've been doing, keep it up for now. Beating yourself up for not dealing with every single one of today's messages is demoralizing. Instead, focus on the total message count — drive it down a little every day.
- Use sort-by-subject and sort-by-sender
- When you work on the backlog, sort your inbox by sender or subject, instead of by date. That way, related messages often appear next to each other, and you can select and deal with several at once.
- Read your new email less frequently
- Do what you can to read new email less often. Allocate some of the time you save to sorting, classifying, and deleting old mail.
- Move aged messages elsewhere
- Move all messages more than three years old to a folder elsewhere. Think about it — three years is enough time to create a toddler who sasses you back. Messages that old are unlikely to be of value, but if you want them, move them elsewhere.
- Beating yourself up for
not dealing with every
single one of today's
messages is demoralizing.
Let it go.
- Filter out the junk
- Even if you're protected from junk, occasionally junk does get through. Search for the usual keywords and delete the junk. Also look for old out-of-the-office messages.
- Eat elephants in small bites
- It probably took a long time to build all the bloat in your inbox. Give yourself time to get rid of it. A goal of reducing it by 25 to 50 messages per day is reasonable, but go easy at first. Set the goal low enough to give you some experience of achievement, and before you know it, your inbox will be nearly clear.
Managing your inbox to prevent bloat requires adding some regular practices to your routine. Until you dramatically reduce the current bloat, these practices will have little effect. But you can get started learning about them, and start using each new practice as soon as you understand it. More about these in a future article. 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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More articles on Effective Communication at Work:
- When Naming Hurts
- One of our great strengths as Humans is our ability to name things. Naming empowers us by helping us
think about and communicate complex ideas. But naming has a dark side, too. We use naming to oversimplify,
to denigrate, to disempower, and even to dehumanize. When we abuse this tool, we hurt our companies,
our colleagues, and ourselves.
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can
quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the
message that you actually did hear.
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. When we encounter individuals who try to extract that information, we're better able to protect
it if we know their techniques.
- Have a Program, Not Just an Agenda
- In the modern organization, it's common to have meetings in which some people have never met —
and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need
- Masked Messages
- Sometimes what we say to each other isn't what we really mean. We mask the messages, or we form them
into what are usually positive structures, to make them appear to be something less malicious than they
are. Here are some examples of masked messages.
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 rbrenzFWQmnoplujTNacKner@ChacGDmTaoSfbbrFxMVIoCanyon.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.
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is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
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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.
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