Jenn was puzzled. Benson, the only one left who could keep the creaky old payroll system alive, had just requested a transfer. At first, Benson had wanted to work with Fran on the new payroll system. Travel budgets being as tight as they were, Jenn had accepted Fran's suggestion that she and Benson work out the specs of the new system in email. The next thing Jenn knew, Benson wanted out of the group. What went wrong? Email.
There ought to be a bumper sticker: Email Happens.
Email is great for making appointments, distributing agendas, and even brainstorming. It's less effective for discussing complex problems, soothing hurt feelings, and resolving conflict. Yet we're still surprised when email discussions go awry. What are the limitations of email? And how can we use email safely?
When compared with face-to-face communication, email has important limitations. Recognizing them is a key to using email safely.
- Save tender subjects for the phone or face-to-face
- As you type, you can't tell what reaction you're getting. When you talk with people face-to-face, you can detect reactions — facial expressions, body language, breathing, voice tone, even silence. You can spot trouble, and you can make mid-course corrections. In email, you can't.
- Be brief
- The cycle time of email exchanges is long. Even when email is fast, the cycle might be ten minutes or longer. In face-to-face communications, the cycle time can be less than a second. To compensate for the delays of email, we send longer messages, which creates risk. If you offend someone face-to-face, you find out quickly, and that limits the damage. In email, we sometimes exchange whole screenfuls, and if someone is offended early in a message, the offense only grows with each paragraph.
- Use smileys and a conversational tone
- For discussing
soothing hurt feelings,
and resolving conflict,
using email is like
- When most of us learned to write, we learned formal writing — proper grammar, fancy vocabulary. In email, that style sounds stiff, and it creates barriers between you and your readers. To sound more conversational, use short sentences, contractions, and sentence fragments. Like this. Beware of sarcasm — your readers might not get it. Use smileys to make sure.
- Interpret email in the most positive way possible
- The sender is probably saying something nice, rather than delivering a cleverly disguised insult, because — sadly — most of us no longer write well enough to disguise insults cleverly. And I don't mean that in an insulting way.
Email is to true communication what fast food is to fine restaurant fare. I'd go for fast food at the end of a bike ride. On Valentine's Day, or for an anniversary, fast food just will not do. Don't even try it. Top Next Issue
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More articles on Emotions at Work:
- After the Accolades: You Are Still You
- Have you had a major success lately? Have you become a celebrity in your organization? Are people showering
you with accolades? When it happens, we feel great, and the elation does finally come to an end. What then?
- Favors, Payback, and Thoughtlessness
- Someone at work who isn't particularly a friend or foe has asked you for a favor. What happens if you
say no? Do you grant the favor? How do you decide what to do?
- Making Memories to Cherish
- We all have cherished memories — lovely moments we can replay whenever we want to feel happy.
How would you like to have a lot more of them?
- Blind Agendas
- Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants
can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
- Sixteen Overload Haiku
- Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it
is not to be overloaded. Here's a contemplation of the state of overload.
Forthcoming issues of Point Lookout
- Coming August 5: Red Flags: III
- Early signs of troubles in collaborations include toxic conflict, elevated turnover and anti-patterns in communication. But among the very earliest red flags are abuses of power. They're more significant than other red flags because abuses of power can convert any collaboration into a morass of destructive politics. Available here and by RSS on August 5.
- And on August 12: Cognitive Biases at Work
- Cognitive biases can lead us to misunderstand situations, overlook options, and make decisions we regret. The patterns of thinking that lead to cognitive biases provide speed and economy advantages, but we must manage the risks that come along with them. Available here and by RSS on August 12.
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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.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.