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 nonverbally. 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!
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More articles on Personal, Team, and Organizational Effectiveness:
- Mastering Meeting Madness
- If you lead an organization, and people are mired in meeting madness, you can end it. Here are a few
tips that can free everyone to finally get some work done.
- Indicators of Lock-In: II
- When a group of decision makers "locks in" on a choice, they can persist in that course even
when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.
- Speak for Influence
- Among the factors that determine the influence of contributions in meetings are the content of the contribution
and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
- No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
Forthcoming issues of Point Lookout
- Coming December 6: Off-Putting and Conversational Narcissism at Work: III
- Having off-putting interactions is one of four themes of conversational narcissism. Here are seven behavioral patterns that relate to off-putting interactions and how abusers use them to control conversations. Available here and by RSS on December 6.
- And on December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways requires, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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