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!
Your comments are welcomeWould you like to see your comments posted here? rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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:
- The Shower Effect: Sudden Insights
- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
- The Ups and Downs of American Handshakes: II
- Where the handshake is a customary business greeting, it's possible to offend accidentally. Here's Part
II of a set of guidelines for handshakes in the USA.
- Team Risks
- Working in teams is necessary in most modern collaborations, but teamwork does carry risks. Here are
some risks worth mitigating.
- The Limits of Status Reports: I
- Some people erroneously believe that they can request status reports as often as they like, and including
any level of detail they deem necessary. Not so.
- Still More Things I've Learned Along the Way
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's another batch
from my personal collection.
Forthcoming issues of Point Lookout
- Coming July 22: Red Flags: I
- When we finally admit to ourselves that a collaborative effort is in serious trouble, we sometimes recall that we had noticed several "red flags" early enough to take action. Toxic conflict and voluntary turnover are two examples. Available here and by RSS on July 22.
- And on July 29: Red Flags: II
- When we find clear evidence of serious problems in a project or other collaboration, we sometimes realize that we had overlooked several "red flags" that had foretold trouble. In this Part II of our review of red flags, we consider communication patterns that are useful indicators of future problems. Available here and by RSS on July 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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.
- 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.