Here's Part III of my guidelines for communications in virtual teams. See "Virtual Communications: II," Point Lookout for February 2, 2005, for more.
- Don't give the time or date in voicemail
- Most systems already provide the day, date, and time for messages. Why duplicate it? And if you're in a different day and time yourself, you could just confuse the recipient.
- Give your phone number twice
- For voicemail messages, supply your phone number not only near the beginning, but also at the end.
- If using a desk or wall phone, press the button to hang up
- Replacing the handset to hang up creates a clattering sound that can be irritating in voicemail.
- Eating, drinking, and chewing gum are no-nos on the phone
- Whether live or in voicemail, avoid these activities. Even when you're muted, you never know when you'll need to speak.
- Sit up straight or stand when you're on the phone
- Sit up straight
when you're on the phone.
You need the full power
and nuance of your voice.
- Slouching or lying down interferes with full use of your lungs and diaphragm. You need the full power and nuance of your voice.
- Learn how to use your voicemail system
- Learn how to skip, skip-with-erase, move to mailbox, reply-immediate, pause, repeat, transfer to email, forward, forward with preface, forward to list, sort by priority, and whatever else your system offers.
- Learn the remote commands too
- If you call into your office system to pick up messages, learn the most useful commands. And carry them on a wallet card.
- Customize your outgoing message
- If you know you'll be returning at a specific time, record an outgoing message that tells callers when to call back. This can really cut down on your voicemail.
- Consider calling someone's voicemail directly
- Often, you don't really need to speak to the recipient live. If a voicemail will do, call voicemail directly.
- Suspend interpretation of silences
- If someone doesn't respond to a message — email or voice — check whether the message was received. Going ballistic is usually a bad idea, especially when based on a misinterpretation of silence.
- Always confirm — don't rely on silence
- Never leave a message of the form "I'll let you know if X condition is satisfied, otherwise execute Y." Always confirm either way, because messages don't always arrive.
- Slow down your "offense" response
- In face-to-face communications, we use body language, facial expression, and tone of voice to adjust our communications and our interpretations, and this keeps us out of trouble. By email and phone, where these adjustments are problematic or impossible, we're more likely to offend and to feel offended. Slow down and ask for elaboration. Breathe more.
Most important, express appreciations verbally, publicly, and often. In person, we smile, we nod, we backslap, and any number of other things that express approval non-verbally. Remotely, these gestures are unavailable to us, so when we want to encourage each other, or express approval, we have to say things verbally that seem unnatural, artificial, or forced. It takes practice. Get started today. Top Next Issue
Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
- Take Any Seat: II
- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the
meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your
choice strategically, you can better maintain your autonomy and power.
- Workplace Myths: Motivating People
- Up and down the org chart, you can find bits of business wisdom about motivating people. We generally
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- Deciding to Change: Trusting
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not everyone is included in the process. What about those who are excluded?
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqgMRaYMRRzKTfsxsner@ChacUwXXfaNaYhSxnybyoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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. Here are some upcoming dates for this program:
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- Many people experience virtual teams as awkward, slow, and sometimes
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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 an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
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more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.