Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 53;   December 31, 2003: Email Antics: II

Email Antics: II

by

Nearly everyone complains that email is a time waster. Yet much of the problem results from our own actions. Here's Part II of a little catalog of things we do that help waste our time.
The three large pyramids at Giza, from left to right: Menkaure, Khafre, Khufu.

The three large pyramids at Giza, from left to right: Menkaure, Khafre, and Khufu. The "Great Pyramid" is at the far right. All are visible from low Earth orbit. See this image taken by an astronaut in 2003. Photo by David McEachan.

When we waste time with email because of our own actions, complaining bitterly about email doesn't make much sense. To get control of email, we have to change how we work with it. Here's Part II of a little catalog of ways to waste time with email. See "Email Antics: I," Point Lookout for December 17, 2003, and "Email Antics: III," Point Lookout for January 14, 2004, for more.

Abuse the subject line
Opening a new topic by replying to a message to get their address, you forget to alter (or don't bother to alter) the subject line.
This makes searching for the topic confusing later on. Remember that the subject line is the most important part of the message.
Leave the subject line blank
Leaving the subject line blank forces recipients to read your message with little or no idea of what it's about. They can't order your message by priority; they have no context in mind when they start reading. If they get only a few messages per day, this is no problem, but if they get hundreds, as many of us now do, many will probably assign a low priority to your message. Maybe that's OK, maybe not.
Check for new email too frequently
Either bored or avoiding something difficult or distasteful, you decide to check email. If you're bored, read a good book instead, or get some exercise. If you're avoiding something, get it done — or ask for help. See "Help for Asking for Help," Point Lookout for December 10, 2003.
Reply to non-urgent email immediately, just because it's easy
Wasting time is OK,
but complaining bitterly
about what we ourselves
are doing isn't
See "Checking for new email too frequently." There's another possibility for this one: you need to feel like you're finishing something. In that case, try finishing a very tiny piece of something more important. See "Figuring Out What to Do First," Point Lookout for June 4, 2003.
Check for new email automatically, instead of when you're interruptible
Most email readers offer automatic inbox checking as an option. Turn it off. Right away. Take charge of your own interruptions. See "Time Management in a Hurry," Point Lookout for November 12, 2003.
Reply without context
Someone sends you a few paragraphs, including some questions, and you reply with "Not that I know of," but you don't include any part of the original message. This makes it difficult for the recipient to figure out what question your answer answers. Include enough context to make that clear.
Reply with too much context
When you reply, include a complete copy of the message you received. The next person after you does the same, and so on, until the message is so big that if bytes were rocks, you'd have a down payment on the Great Pyramid. Remove from your replies any portion of the sender's message that isn't relevant to your reply.

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 | Next in this series Go to top Top  Next issue: There Are No Micromanagers  Next Issue

101 Tips for Writing and Managing EmailAre 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!
Where There's Smoke There's EmailAnd 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 welcome

Would you like to see your comments posted here? rbrenIsqqGuyppIwDhRWNner@ChacobMLJkALHMxRclxPoCanyon.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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Two cyclists commute to work at the U.S. Federal Highway AdministrationEnjoy Your Commute
You probably commute to work. On a good day, you spend anywhere from ten minutes to an hour or two — each way — commuting. What kind of experience are you having? Taking control of this part of your life can make a real difference.
A sandwich piled highWorking Lunches
To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good idea, but there are some hidden costs.
A man using a chainsawDiscussion Distractions: II
Meetings are less productive than they might be, if we could learn to recognize and prevent the most common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.
An adult male mountain lion captured by biologistsThe Myth of Difficult People
Many books and Web sites offer advice for dealing with difficult people. There are indeed some difficult people, but are they as numerous as these books and Web sites would have us believe? I think not.
Illustrating the concept of local maximumFalse Summits: II
When climbers encounter "false summits," hope of an early end to the climb comes to an end. The psychological effects can threaten the morale and even the safety of the climbing party. So it is in project work.

See also Personal, Team, and Organizational Effectiveness and Writing and Managing Email for more related articles.

Forthcoming issues of Point Lookout

Srinivasa RamanujanComing August 2: Linear Thinking Bias
When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
A hot dog with mustard on a bunAnd on August 9: Counterproductive Knowledge Workplace Behavior: II
In knowledge-oriented workplaces, counterproductive work behavior takes on forms that can be rare or unseen in other workplaces. Here's Part II of a growing catalog. Available here and by RSS on August 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrensLCFRKOZKEBXlCzhner@ChacVeFVjbhWDeMduAfooCanyon.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:

Reprinting this article

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

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople 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 program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
So buried in email that you don't even have time to delete your spam? Learn how to make peace with your inbox.
Dozens of articles about dealing with problems that come up in email.
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.