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!
Your comments are welcomeWould you like to see your comments posted here? rbrenlMmFcSRzTulerhOcner@ChacqgZjnSaqTQssCTeaoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Communication at Work:
- Questioning Questions
- In meetings and other workplace discussions, questioning is a common form of conversational contribution.
Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
- Ending Conversations
- At times, we need to end the current conversation. It's going nowhere, or we have something important
to do, or we just don't want to deal with the other person. Here are some suggestions for ending conversations.
- Long-Loop Conversations: Anticipation
- In virtual or global teams, conversations are sources of risk to the collaboration. Because the closed-loop
response time for exchanges can be a day or more, long-loop conversations generate misunderstanding,
toxic conflict, errors, delays, and rework. One strategy for controlling these phenomena is anticipation.
- The Ups and Downs of American Handshakes: I
- In much of the world, the handshake is a customary business greeting. It seems so simple, but its nuances
can send signals we don't intend. Here are some of the details of handshakes in the USA.
- Embolalia and Stuff Like That: I
- When we address others, we sometimes use filler — so-called automatic speech or embolalia —
without thinking. Examples are "uh," "um," and "er," but there are more
complex forms, too. Embolalia are usually harmless, if mildly annoying to some. But sometimes they can
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenKEeLsDYFLNAkURtLner@ChachZFZXCUiSjgwAqUtoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.