We waste a lot of time by choice. That's OK, but when we've chosen to waste it, complaining bitterly about what we ourselves are doing isn't OK. And that's what many of us are doing with email.
Here's Part I of a little catalog of painful things we do (or don't do) with email. See "Email Antics: II," Point Lookout for December 31, 2003, for more.
Wasting time is OK,but complaining bitterly
about what we ourselves
are doing isn't
- Forget to attach the attachment
- Not so bad if you realize it, and then quickly send another copy with the attachment. This one is so common that an explanation for the second message is no longer necessary. Truly embarrassing, though, if you don't realize it and someone chooses to Reply All to tell you, especially if "All" is a large number of important people.
- Forget to remove their attachment from your reply
- Some email systems include the attachment in replies by default, which is annoying to people on mobile devices or slow connections. Change your preferences.
- Reply to All when replying to one will do
- Especially when your reply is something like "thanks." Restrict your reply to the people who really care.
- Reply when you're angry
- I call this Typing Under the Influence (of adrenaline). You're sure to regret it, perhaps as soon as you click Send. Before you click Send, Breathe. See "Avoid Typing Under the Influence," Point Lookout for May 23, 2001.
- Write an outrageously angry reply, not intending to send it, and then send it accidentally
- You might think of the writing as a therapeutic exercise, but it's dangerous. Never type anything into your computer that you wouldn't want the entire world to see.
- Participate in an email feud with many CCs
- Even with no CCs, this is worse than a waste of time. You can't "win," and you're bound to look foolish (or worse) to some of the observers.
- Try to resolve in email any issue that has high emotional content
Even a great writer has difficulty dealing with emotions in words. Deal with emotions in person or at least by telephone. See "Email Happens," Point Lookout for September 5, 2001.
- Get their address by replying to an old message that predates their change of address
- You'll think you sent them the message, but what if they no longer check email there? If you're lucky, you'll get a bounce report. If not, you both lose valuable time.
- Believe that your writing is so clear that nobody could possibly misinterpret it
- It's strange, but when somebody interprets our words in a way different from what we intended we call that a misinterpretation. Maybe what we sent was a misstatement.
- Believe that your first interpretation of someone else's words is the only possible interpretation
- If you can't think of three ways to interpret something, keep thinking. Or maybe start thinking.
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. Next issue in this series
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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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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
At the Sound of the Tone, Hang Up
- When the phone rings, do you drop whatever you're doing to answer it? Do you interrupt face-to-face
conversations with live people to respond to the jerk of your cellular leash? Listen to seemingly endless
queues of voicemail messages? Here are some reminders of the choices we sometimes forget we have.
Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the
problem. The budget swap is one technique for making ends meet. It distorts organizational data, and
it's just plain unethical.
Emergency Problem Solving
- In emergencies, group problem solving is unusually challenging, especially if lives, careers, or companies
depend on finding a solution immediately. Here are some tips for members of teams that are solving problems
in emergencies.
Six Traps in Email or Text: II
- Collaboration requires communication. For many, communicating often takes place in email and text message
systems. But much of the effort expended in communication is dedicated to resolving confusions that
we created for ourselves. Here are four examples.
Layoff Warning Signs: II
- Layoffs often signal their arrival well in advance, if you know what to watch for. Some of the indicators
are subtle and easily confused with normal operations. Here are three more indicators that layoffs might
be secretly underway.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
And on March 5: On Begging the Question
- Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.
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I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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