Ed picked Katrina's number from his cell phone menu, slid his coat just a bit off his right shoulder, stuck the phone between his shoulder and his ear, froze for a moment with his right arm halfway out of his coat sleeve, and listened. "Good," he said aloud to himself, "Ringing. Maybe she's in."
He listened to the ringing as he slid his right arm out of his coat, then his left. He threw the coat on the hard hotel bed and sat down on the desk chair. As he began untying his left shoe, Katrina's voice came on the line.
It was her outgoing message. She gave her name and said, "Press star to skip this message." Ed pressed star, thinking, 'Thank you, Katrina.' He'd heard her message thousands of times, but he could never remember how to skip her message.
When Katrina recorded her outgoing message, she gave a gift to all of her colleagues by telling them how to skip her message. For repeat callers like Ed, it saves a few seconds every time. It adds up, and it can be a wonderful thing when he's rushed, or at the end of a long day. Little niceties like that can make the difference between a high-performance team and one that struggles to survive.
Here's Part II of my guidelines for communications within virtual teams. See "Virtual Communications: I," Point Lookout for January 26, 2005, and "Virtual Communications: III," Point Lookout for February 9, 2005, for more.Be realistic — you'll probably
have to leave a message
when you call
- Use Call Waiting only with Caller ID
- Interrupting a call just to find out who else is calling is a destructive practice. Get a service called "Caller ID with Name on Call Waiting," which lets you see who's calling without interrupting the current call. Even with this service, interrupt a call only for emergencies or when the second caller calls a second time.
- Think "inbox" when leaving voicemail
- For voicemail, follow the format we use for email: first give your name, your full phone number, the topic, and the priority, and then give the body of the message. It's a courtesy to the listener.
- Speak slowly in voicemail
- Speak clearly. If you're calling from a noisy environment, such as an airport, try to find a quiet place to make your call. Slow down even more when you say your phone number or email address.
- Don't make up voicemail messages on the fly
- Be realistic — you'll probably have to leave a message when you call. Be prepared to do so.
- Leave only simple voicemail messages
- Complex voicemail messages are hard to follow. The recipient almost always has to write them down. If possible, send complex messages by email. Thirty seconds is the practical maximum, especially if the recipient gets lots of voicemail.
- Say goodbye only once
- It's amazing how many people say multiple goodbyes. One will do the job.
How many voicemail messages will your team send this year? Think about how much time you can save, and how much confusion you can avoid, if your team follows these guidelines. Just don't try to explain them in voicemail. 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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About Point Lookout
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More articles on Personal, Team, and Organizational Effectiveness:
- Encourage Truth Telling
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant
reports, especially when the implications are uncomfortable or threatening. A culture that supports
truth telling can be an organization's most valuable asset.
- Working Lunches
- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good
idea, but there are some hidden costs.
- Most of us follow paths through our careers, or through life. We get nervous when we're off the path.
We feel better when we're doing what everyone else is doing. But is that sensible?
- How Not to Accumulate Junk
- Look around your office. Look around your home. Very likely, some of your belongings are useless and
provide neither enjoyment nor cause for contemplation. Where does this stuff come from? Why can't we
get rid of it?
- Annoyance to Asset
- Unsolicited contributions to the work of one element of a large organization, by people from another,
are often annoying to the recipients. Sometimes the contributors then feel rebuffed, insulted, or frustrated.
Toxic conflict can follow. We probably can't halt the flow of contributions, but we can convert it from
a liability to a valuable asset.
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenWFzXCIGwrvudpabrner@ChacKSkNrSdueoLLXpfYoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
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- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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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.