Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 4, Issue 2;   January 14, 2004: Email Antics: III

Email Antics: III

by

Nearly everyone complains that email is a time waster. Yet much of the problem results from our own actions. Here's Part III of a little catalog of things we do that help waste our time.

When we waste time with email because of our own actions, complaining about email doesn't make much sense. To get control of email, we have to change how we work with it. Here's Part III of a little catalog of ways to waste time with email. See "Email Antics: II," Point Lookout for December 31, 2003, for more.

Forward off-color "humor"
Don't rely solely on your spell checker

There are some errors that spell checkers can't catch (yet). Don't rely on spell checking or grammar checking alone. Human-powered proofreading is still necessary. Proofread before sending.

Forward tired humor
While the more innocent and witty jokes can be relatively safe, some of what circulates is pretty old and tired. I've been receiving some items for years. Forward only the current and fresh.
Misuse your address book
When someone's address changes, remember to update your address book. If you have two nicknames for the same person, that's OK. But when the actual address changes, you have to remember to update all the nicknames that resolve to it. And most people forget to update at least one.
Present a complex point-by-point rebuttal
Email just isn't a medium that supports complicated discussions. Save it for a face-to-face conversation. See "Email Happens," Point Lookout for September 5, 2001.
Rely on your spell checker
Since Wasting time is OK,
but complaining bitterly
about what we ourselves
are doing isn't
misspellings can reflect badly on the sender, you've probably turned on your spell checker. But most email spell checkers don't warn you when you've used a wrong word that's spelled correctly. Read what you've written — you never know what you'll find.
Infect your friends and colleagues with viruses
Some viruses spread so quickly that you can't avoid passing them on, but there's no excuse for spreading an old virus. Update your virus definitions frequently.
Omit someone important from the recipient list
Always, always, always read the recipient list before you click Send. Remove anyone who doesn't really belong there; make sure everyone who does belong is there. Substitute selected individuals for group lists to further focus your message. See "Emailstorming."
Mistype an email address
Mistyping is an alternative way to omit someone from the recipient list. See above.
Forget to click Send
Clicking Send is an important step. Periodically check your outbox — most of us have some unsent messages. Get rid of them, either by sending them, deleting them, or filing them.
Believe that since you received no reply, you're being ignored
Maybe you are being ignored, but silence isn't proof, especially when email is involved. Unless you requested a "return receipt," you don't know for sure that the recipient received what you sent. Maybe you forgot to click Send. Check your outbox to see that it went out, and try resending. Feeling insulted won't help.
Expect that email can be the primary channel of communication for a geographically dispersed team
This is an unrealistic expectation, usually driven by hopes of limiting travel expenses. To work well together, people need to meet face-to-face occasionally. See "Dispersity Adversity," Point Lookout for November 6, 2002.

If you do some of these, and you'd like to stop, tack this list on your wall. Track how often you catch yourself doing (or not doing) them. Use the energy you get from your successes to focus attention on the ones you want to stop. First in this series  Next in this series Go to top Top  Next issue: Coping with Problems  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!

Reader Comments

Bob Leigh
In many cases, getting the return receipt back only indicates that a computer received what you sent. Which computer? It might be a department-wide or company-wide mail server, or it might be the computer on the recipient's desk. But getting the receipt back does not tell you whether or not the recipient actually opened or read what you sent.

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

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          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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

Forthcoming issues of Point Lookout

A meeting in a typical conference roomComing April 3: Recapping Factioned Meetings
A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting. Available here and by RSS on April 3.
Franz Halder, German general and the chief of staff of the Army High Command (OKH) in Nazi Germany from 1938 until September 1942And on April 10: Managing Dunning-Kruger Risk
A cognitive bias called the Dunning-Kruger Effect can create risk for organizational missions that require expertise beyond the range of knowledge and experience of decision-makers. They might misjudge the organization's capacity to execute the mission successfully. They might even be unaware of the risk of so misjudging. Available here and by RSS on April 10.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

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