We waste a lot of time by choice. That's OK, but when we've chosen to waste it, complaining bitterly about what we ourselves are doing isn't OK. And that's what many of us are doing with email.
Here's Part I of a little catalog of painful things we do (or don't do) with email. See "Email Antics: II," Point Lookout for December 31, 2003, for more.Wasting time is OK,
but complaining bitterly
about what we ourselves
are doing isn't
- Forget to attach the attachment
- Not so bad if you realize it, and then quickly send another copy with the attachment. This one is so common that an explanation for the second message is no longer necessary. Truly embarrassing, though, if you don't realize it and someone chooses to Reply All to tell you, especially if "All" is a large number of important people.
- Forget to remove their attachment from your reply
- Some email systems include the attachment in replies by default, which is annoying to people on mobile devices or slow connections. Change your preferences.
- Reply to All when replying to one will do
- Especially when your reply is something like "thanks." Restrict your reply to the people who really care.
- Reply when you're angry
- I call this Typing Under the Influence (of adrenaline). You're sure to regret it, perhaps as soon as you click Send. Before you click Send, Breathe. See "Avoid Typing Under the Influence," Point Lookout for May 23, 2001.
- Write an outrageously angry reply, not intending to send it, and then send it accidentally
- You might think of the writing as a therapeutic exercise, but it's dangerous. Never type anything into your computer that you wouldn't want the entire world to see.
- Participate in an email feud with many CCs
- Even with no CCs, this is worse than a waste of time. You can't "win," and you're bound to look foolish (or worse) to some of the observers.
- Try to resolve in email any issue that has high emotional content
- Even a great writer has difficulty dealing with emotions in words. Deal with emotions in person or at least by telephone. See "Email Happens," Point Lookout for September 5, 2001.
- Get their address by replying to an old message that predates their change of address
- You'll think you sent them the message, but what if they no longer check email there? If you're lucky, you'll get a bounce report. If not, you both lose valuable time.
- Believe that your writing is so clear that nobody could possibly misinterpret it
- It's strange, but when somebody interprets our words in a way different from what we intended we call that a misinterpretation. Maybe what we sent was a misstatement.
- Believe that your first interpretation of someone else's words is the only possible interpretation
- If you can't think of three ways to interpret something, keep thinking. Or maybe start thinking.
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. Next in this series Top Next Issue
Are 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!
And 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 welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Team-Building Travails
- Team-building is one of the most common forms of team "training." If only it were the most
effective, we'd be in a lot better shape than we are. How can we get more out of the effort we spend
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Four Popular Ways to Mismanage Layoffs: I
- When layoffs are necessary, the problems they are meant to address are sometimes exacerbated by mismanagement
of the layoff itself. Here is Part I of a discussion of four common patterns of mismanagement, and some
suggestions for those managers and other employees who recognize the patterns in their own companies.
- How to Reject Expert Opinion: II
- When groups of decision-makers confront complex problems, and they receive opinions from recognized
experts, those opinions sometimes conflict with the group's own preferences. What tactics do groups
use to reject the opinions of people with relevant expertise?
- Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the
enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism,
performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise
Forthcoming issues of Point Lookout
- Coming April 8: The New Virtual Meeting: Digressions
- The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.
- And on April 15: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
- 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.