Chuck Terry
Executive Vice President & CSO
Carew International, Inc.
While consulting with several managers over the last few weeks, a common concern emerged around the rise of email or texting as a primary means of communication and all the problems that accompany that evolution. Here is a breakdown of some of the most common problems associated with web based communication, as well as helpful remedies for each:
PROBLEM: LOSS OF CONTEXT - When reading or writing an email, we typically assign a “tone of voice” in our heads, which frames the context of the communication. At Carew we call this being in your own “odds are.” You are choosing to assign the “tone of voice” to either what you write or what you read, without any way to insure the message is being received in the same “tone” as it was written. Have you ever experienced anger while reading an email, then fired off a response in the “same tone” in which you interpreted the original communication, only to later wish you could retract the email?
SOLUTION: Any time you sense anger in an email you receive, break the chain immediately. Pick up the telephone and discuss the situation in person. If you are sending an email that could in any way be construed in a negative tone, carefully consider the words you choose for maximum clarity or, once again, consider picking up the phone and discussing the subject in person. When communicating informally or with other employees, a symbol such as a smiley face or the infamous “LOL” can help lighten the tone and diffuse potential misunderstandings.
PROBLEM: “REPLY TO ALL” - This is a real pet peeve of mine. In a recent discussion, a group of managers stated that as much as 20% of their email is irrelevant communication in which the sender chose “reply to all” versus just replying. This is particularly bothersome to me when I keep getting copied on every leg on an ongoing, online discussion. Even if I don’t read them, I still have to take the time to sort through the inbox and delete the “replies to all.” Folks who over use “reply to all” need to consider two things. First, wasting the time of busy professionals with excess emails is annoying and shows a lack of business savvy. Second, every time you send extraneous email, you undermine the credibility of all future, valid emails you will send. Don’t be the guy/gal who copies everybody on everything. If you want to see the full potential impact of this dilemma, check out the article in this link.
SOLUTION: Let the people you work with know that unless there is a very relevant reason why they need to copy everyone on e-mail responses, DON’T! Assure them no one will feel left out or less important because they aren’t copied on all communications. In an ongoing online discussion, consider whether you need to “reply to all” on every installment, or just provide a recap of the final decision or outcome. Better yet, enact company policy to provide guidelines to this practice.
PROBLEM: PASS THE MONKEY: One of the most reproduced articles of all time from the Harvard Business Review is one entitled “Management Time: Who’s got the Monkey?” by William Oncken Jr. and Donald L. Wass. If you haven’t read it, I highly recommend it as a great article on the power of delegation and how to keep your subordinates’ “monkeys” (responsibilities) from jumping onto your back. Although the article, originally written in 1974, is as relevant today as ever, it doesn’t address the newest, fastest, most effective vehicle in the world for allowing “monkeys” to jump from the backs of your team members squarely onto yours -- and that is email. How many times have you experienced someone failing to accomplish a critical task only to be met with the ubiquitous response, “But I sent you an e-mail about that”? On further investigation, you discover that the “monkey” was buried deep in the text of an unrelated email and, in the mind of the sender at least, leapt onto your back as delegated back to you.
SOLUTION: Instituting these simple communication policies can put a stop to this reverse delegation via email: Any message that requires action on the part of the recipient must clearly state such in the heading of the email. No commitment to action on the part of the recipient can be assumed until so stated in a confirmation return email.
PROBLEM: EMAIL AS THE PRIMARY COMMUNICATION VEHICLE WITH CUSTOMERS - In talking with both sales managers and customers, I see this becoming more and more of a problem in maintaining strong customer relationships. It is so easy and efficient to communicate via email; but the simple fact is that email is no substitute for live conversation. Sadly, you may not realize how long it’s been since you actually talked to the customer, until there’s a problem or issue as a result.
SOLUTION: Institute a policy specifying the acceptable ratio of emails to “in-person” customer conversations. Another option is to set a maximum for the amount of time that can elapse without live customer contact. These policies are easily monitored by installing a notation on your management report that denotes how the client was contacted. By the way, leaving a voice mail doesn’t count as an “in person contact.”
I am by no means denying the benefits and efficiency of electronic communications. It can be a powerful tool if used wisely, in the correct context and in proper balance, as part of an overall communication strategy. But like any powerful tool, it can be equally damaging without proper application. Instituting a few simple guidelines can help you maximize the benefits and “tame the email beast.”
Executive Vice President & CSO
Carew International, Inc.
While consulting with several managers over the last few weeks, a common concern emerged around the rise of email or texting as a primary means of communication and all the problems that accompany that evolution. Here is a breakdown of some of the most common problems associated with web based communication, as well as helpful remedies for each:
PROBLEM: LOSS OF CONTEXT - When reading or writing an email, we typically assign a “tone of voice” in our heads, which frames the context of the communication. At Carew we call this being in your own “odds are.” You are choosing to assign the “tone of voice” to either what you write or what you read, without any way to insure the message is being received in the same “tone” as it was written. Have you ever experienced anger while reading an email, then fired off a response in the “same tone” in which you interpreted the original communication, only to later wish you could retract the email?
SOLUTION: Any time you sense anger in an email you receive, break the chain immediately. Pick up the telephone and discuss the situation in person. If you are sending an email that could in any way be construed in a negative tone, carefully consider the words you choose for maximum clarity or, once again, consider picking up the phone and discussing the subject in person. When communicating informally or with other employees, a symbol such as a smiley face or the infamous “LOL” can help lighten the tone and diffuse potential misunderstandings.
PROBLEM: “REPLY TO ALL” - This is a real pet peeve of mine. In a recent discussion, a group of managers stated that as much as 20% of their email is irrelevant communication in which the sender chose “reply to all” versus just replying. This is particularly bothersome to me when I keep getting copied on every leg on an ongoing, online discussion. Even if I don’t read them, I still have to take the time to sort through the inbox and delete the “replies to all.” Folks who over use “reply to all” need to consider two things. First, wasting the time of busy professionals with excess emails is annoying and shows a lack of business savvy. Second, every time you send extraneous email, you undermine the credibility of all future, valid emails you will send. Don’t be the guy/gal who copies everybody on everything. If you want to see the full potential impact of this dilemma, check out the article in this link.
SOLUTION: Let the people you work with know that unless there is a very relevant reason why they need to copy everyone on e-mail responses, DON’T! Assure them no one will feel left out or less important because they aren’t copied on all communications. In an ongoing online discussion, consider whether you need to “reply to all” on every installment, or just provide a recap of the final decision or outcome. Better yet, enact company policy to provide guidelines to this practice.
PROBLEM: PASS THE MONKEY: One of the most reproduced articles of all time from the Harvard Business Review is one entitled “Management Time: Who’s got the Monkey?” by William Oncken Jr. and Donald L. Wass. If you haven’t read it, I highly recommend it as a great article on the power of delegation and how to keep your subordinates’ “monkeys” (responsibilities) from jumping onto your back. Although the article, originally written in 1974, is as relevant today as ever, it doesn’t address the newest, fastest, most effective vehicle in the world for allowing “monkeys” to jump from the backs of your team members squarely onto yours -- and that is email. How many times have you experienced someone failing to accomplish a critical task only to be met with the ubiquitous response, “But I sent you an e-mail about that”? On further investigation, you discover that the “monkey” was buried deep in the text of an unrelated email and, in the mind of the sender at least, leapt onto your back as delegated back to you.
SOLUTION: Instituting these simple communication policies can put a stop to this reverse delegation via email: Any message that requires action on the part of the recipient must clearly state such in the heading of the email. No commitment to action on the part of the recipient can be assumed until so stated in a confirmation return email.
PROBLEM: EMAIL AS THE PRIMARY COMMUNICATION VEHICLE WITH CUSTOMERS - In talking with both sales managers and customers, I see this becoming more and more of a problem in maintaining strong customer relationships. It is so easy and efficient to communicate via email; but the simple fact is that email is no substitute for live conversation. Sadly, you may not realize how long it’s been since you actually talked to the customer, until there’s a problem or issue as a result.
SOLUTION: Institute a policy specifying the acceptable ratio of emails to “in-person” customer conversations. Another option is to set a maximum for the amount of time that can elapse without live customer contact. These policies are easily monitored by installing a notation on your management report that denotes how the client was contacted. By the way, leaving a voice mail doesn’t count as an “in person contact.”
I am by no means denying the benefits and efficiency of electronic communications. It can be a powerful tool if used wisely, in the correct context and in proper balance, as part of an overall communication strategy. But like any powerful tool, it can be equally damaging without proper application. Instituting a few simple guidelines can help you maximize the benefits and “tame the email beast.”
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