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 issue in this series
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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!
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
Running Your Personal Squirrel Cage
- As Glen rounded the corner behind the old oak, entering the last mile of his morning run, he suddenly
realized that he was thinking about picking up the dry cleaning tomorrow and changing his medical appointment.
Physically, he was jogging in a park, but mentally, he was running in a squirrel cage. How does this
happen? What can we do about it?
The Deck Chairs of the Titanic: Task Duration
- Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the
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that extend task duration.
Self-Serving Bias in Organizations
- We all want to believe that we can rely on the good judgment of decision makers when they make decisions
that affect organizational performance. But they're human, and they are therefore subject to a cognitive
bias known as ``Em''self-serving bias``/Em''. Here's a look at what can happen.
Be Choosier About Job Offers: I
- A serious error some job seekers make is accepting an offer that isn't actually a good fit. We make
this mistake for a variety of reasons, including hating the job-search process, desperation, and wishful
thinking. How can we avoid the error?
The McNamara Fallacy
- The McNamara Fallacy is the idea that measuring properly chosen attributes of inputs and outputs provides
all we need for decisions about organizational and human performance. And we can safely ignore anything
that can't be measured. It doesn't work.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming April 2: Mitigating the Trauma of Being Laid Off
- Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.
And on April 9: Defining Workplace Bullying
- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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