When we waste time with email because of our own actions, complaining bitterly about it doesn't make much sense. To get control of email, we have to change how we work with it. Here's Part IV of a little catalog of ways to waste time with email. See "Email Antics: III," Point Lookout for January 14, 2004, for more.
- Gossip about people in a message, then accidentally send it to them, too
- Gossiping in email is dangerous. Even if you don't accidentally send the gossip to the wrong people, someone else can, at any time. It's called the "Forward" button.
- Assume that the sender is the actual sender
- Most often, the From does contain the actual sender's name and address. But there are viruses, spammers, and others in the world who know how to "spoof" the From, with malice in mind. Before you launch a tirade, consider whether the person in the From really is the sender.
- Age your inbox
- Aging a message in your inbox before answering might be OK, but would you like one of your urgent queries to be treated that way? Your delaying might be a serious inconvenience to your correspondent. If you really are so busy that you can't reply fully, send a short note explaining the delay and estimating when you can respond.
- Print a message before reading
- Unless you Humor is culture-specific,
and often personal.
Tag your humor somehow.have a health reason for printing before reading, get used to the twenty-first century. Learn to read directly from your display. If your display is hard to read, change the default font and colors to something you like better. After you've read the message, you can print it if it's important enough. Most of the truly important messages still come to you on paper anyway.
- Forget that humor is cultural — even microcultural
- Humor is culture-specific, and often personal. That's why we so often disagree about what (or who) is funny. Assume that some people won't understand your humor, or worse, that they'll understand it but don't think it's funny. Tag your humor somehow — smileys work pretty well. Seriously. ;^)
- Use sarcasm
- Sarcasm is usually obvious in live conversation, when we can use voice tone, body language, and facial expressions to signal the sarcasm. In email, sarcasm is dangerous, because the tone of the voice in your head as you write isn't attached to the message. The consequences of misunderstanding can be truly horrible. If you must use sarcasm, indicate it in some explicit way, such as: <Begin sarcasm>attaching to the message a drawing of a hammer that recipients can use to hit themselves over the head until they get it<End sarcasm>.
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. First 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!
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More articles on Effective Communication at Work:
- Shining Some Light on "Going Dark"
- If you're a project manager, and a team member "goes dark" — disappears or refuses to
report how things are going — project risks escalate dramatically. Getting current status becomes
a top priority problem. What can you do?
- What We Don't Know About Each Other
- We know a lot about our co-workers, but we don't know everything. And since we don't know what we don't
know, we sometimes forget that we don't know it. And then the trouble begins.
- Getting Into the Conversation
- In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities
to contribute. The story is rather different for many meetings, where getting into the conversation
can be challenging for some.
- Recognizing Hurtful Dismissiveness
- "Never mind" can mean anything from "Excuse me, I'm sorry," to, "You lame idiot,
it's beyond you," and more. The former is apologetic and courteous. The latter is dismissive and
hurtful. We have dozens of verbal tactics for hurting each other dismissively. How can we recognize them?
- Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause
can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXFlYlDGWTFxXaiYfner@ChacypnKdytMdjszPxoNoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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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.