Archive for November, 2008

Email Etiquette – What’s The Missing Link

Sunday, November 30th, 2008

I looked up the web on email ettiquete and found many sites, yet only one of the 10 sites on the first page of Google, dealt with the real issue around email etiquette. However, I did find that there’s even a new word for it now – Netiquette. One site had 32 rules (of course with links to other pages for a fuller description) for email etiquette and yet they still missed the main point!

What is the REAL issue on email etiquette? Well, before I answer that, read the following statement:

“I did not say she stole the money”

Now read it aloud to yourself (doesn’t matter if anyone else is around, they won’t know what you’re doing).

The key question! What is the meaning of this statement? What did you interpret from this written statement?

Did you think that:

“I” did not say she.., or that

I did “NOT” say she .., or that

I did not “SAY” she , or that

I did not say that “SHE” stole , or that

I did not say that she “STOLE” the money, or that

I did not say she stole the “MONEY”.

Starting to get the picture? You see, whenever we put words on paper (or in this case in emails) they can be interpreted in many different ways – and often are! In fact the legal profession (with apologies to anyone of a legal nature reading this) have built an entire industry on the interpretation of the written words. Signed any contracts lately? Notice that they almost never have punctuations and even when they do, they can still be interpreted by two independent people, quite differently.

By now you may have guessed what the golden rule of email etiquette should be:

“If the message has any emotional intent or is likely to have an impact on the receiver’s emotions, look for another way other than email to send it.”

Generally, this will mean face to face, or failing that over the phone or by video hook up, video cam etc.

Emails should only be for fact, logic and reason. I have seen so many innocent (on the surface) emails start a war of words between consenting adults that if it wasn’t so serious, would almost be laughable. In fact, I have seen a situation where two colleagues who once had a very good relationship, eventually deteriorate to the point of legal action over each other’s interpretation of a simple email message.

Emails are unlike any other written word – they are not books, newspapers or such where a great deal of thought has gone into the written word (and which is often accompanied by a visual image). Nor are they read that way, but keep in mind, that they can be re-read by the receiver many times over!

Often they are written quickly and sometimes without review, yet they have replaced much of the face to face communication and phone communication that once made up so much of our interpersonal relationships. For example, how often do you see people sending emails to one another when they are in the office next door to one another or at the next desk or cubicle, rather than speaking with the person directly?

But emails also lack all of the nonverbal communication that is going on all the time as we talk face to face with one another and which helps us understand each other. Numerous studies have revealed that in face to face communication, in terms of interpreting the message that is being sent by one person to another:

55-60% is through the non verbal signals that are being picked up

35-40% is through the tone of voice being used

7-10% is via the actual words that are spoken

Another recent survey disclosed that up to 37% of a first impression is based upon the speaker’s tone of voice. On the telephone, that number rises to 80% or higher.

So, if we have a message that is meant to be motivational, confrontational or in any way intended to impact the behaviour or feeling of the receiver, where does that leave us with emails as our means of communication if we can assume that only 7-10% of our real message is getting through? As one writer put it “This makes email a unique medium. The lack of nonverbal clues makes it easy to misinterpret something, but we’re not careful enough to avoid these misinterpretations because email feels so instant, easy and accessible, just like talking.”

As I said earlier, if you want to truly influence someone’s thinking or impact their behaviour, my suggestion is to see the person face to face, or as a fallback by some means of voice/video connection.

Well that maybe ok when we KNOW that we want to impact the other person’s feelings. But how do we avoid unintentionally impacting their feelings? (By the way, using any amount of “smilies” or similar at the bottom of your email, or as is creeping into emails at the moment, at the end of sentences, will have no positive affect – in fact they may even work against you).

Other than being as courteous as possible and re-reading the message carefully before sending it, the main word to avoid in your message is “You” – particularly used in the past tense. When used in the past tense, often “You” infers blame for something that the receiver has or has not done. Perhaps we do not intend it to be inferred this way, but that’s what happens.

Moving away from emails for a moment. think about the last time you had a really heated argument with someone. Often what triggers such arguments is one person inferring blame by using “You” too often. “You never do that for me”, or “You always miss my appointments”. Pretty soon the other person joins in with their own “Yous” and what started out as a genuine and positive conversation, deteriorates into an argument. My bet is that when you really think about your last argument you had, the word that was used more than any other, was “You” – and it was used in the past tense!

Those of you who have done any assertiveness training will know that replacing “You” with “I” can be very powerful and without offending the other person. As a simple and quick exercise, I’ll leave you with the task of rewriting the two “You” statements I used earlier – “You never do that for me”, and “You always miss my appointments” as “I” statements. This technique takes a little practise, but can improve the effectiveness of your email communications dramatically.

So, I would suggest that we can have as much etiquette around things like “salutations”, “cc’s” etc, and we can add as many “smilies” as possible, but unless the real meaning of the email is going to be received in the same way it was intended, then think again before sending it.

I’d like to get some feedback on email etiquette, so please email me via www.nationallearninginstitute.com

Copyright © 2006 The National Learning Institute

Like most of us, Bob Selden gets hundreds of emails each week. As MD of The National Learning Institute, he has written this article in the hope that it helps you with your email communications. If you’d like to share your experiences with Bob, please contact him via http://www.nationallearninginstitute.com/

Managing Time Say “No” to Demands

Thursday, November 27th, 2008

Persistent Demands

Everyone faces demands on their time. Some of those are legitimate. We all have responsibilities to fulfill. The problem starts when we begin to value other people’s responsibilities more than our own time.

How does this happen? First, many people, particularly women, let their desire to be helpful outweigh their own priorities and needs. Second, people often fear they won’t be liked or they’ll be viewed as selfish or lazy if they say “No.” Third, some people fear that saying “No” will lead to confrontation, and they don’t want to disappoint their colleagues/friends/family.

The Guilt Complex

When people do say ‘No” to demands on their time, the Guilt Complex can rear up, leaving them feeling unsure, selfish, and depressed. Unfortunately, many people play on this guilt complex to passively influence you to say “Yes” to demands on your time. As a result, you can become conditioned to say “Yes” until you find that you have no time left for yourself.

Value Your Time

No one is going to value your time until YOU do. Agreeing to other people’s requests for your time devalues your time and emphasizes theirs. When faced with a request, ask yourself:

  • Will fulfilling this request energize me or deplete me?
  • Is the time I give to this request more important than the time I can give to myself?
  • Is fear (or guilt or another negative emotion) influencing my decision to accept this request?
  • How many other requests for my time have I accepted this week or month?
  • How much time do I have for myself this week or month? Will accepting this request take that time from me (or other, more important, people)?

3 Steps to Get Started Today

  1. Stop saying “Yes” automatically. Pay attention to what you’re feeling when faced with a request for your time and honor those feelings.
  2. Take time to consider whether each request forces you to sacrifice time better spent elsewhere. YOU control your time — make your choices wisely.
  3. Stop feeling guilty. You have every right to control your time — it’s YOUR time and it’s valuable.

If you practice these steps consistently, you’ll start to escape feeling overwhelmed and stressed. And as you begin to honor your feelings and value your time, you’ll begin to feel a renewed energy.

Yara Nielsenshultz of Living Forward Coaching helps working moms find guilt-free time for themselves by helping them create, nurture, and implement an inspiring vision for who they want to be. Yara brings a unique perspective to coaching, encouraging clients to foster a Deliberate Imbalance(TM). Learn more at http://www.livingforwardcoaching.com/deliberate.html

10 Do’s and Don’ts Of Customer Services

Monday, November 17th, 2008

Email etiquette is the key to help calm down anxious and impatient customers. People assume that once they press the “send” button that we will get everything sorted out in an instant!
Of course we all know that this is not an accurate representation of how things work. However, you should prepare yourself for the occasional hot tempered emails, regardless of whether their comments are unreasonable or not.

Five Do’s Of Good Customer Services

1. Thank them for contacting customer support in the opening sentence of your reply messages.

2. Ask for further clarification if you are unsure of their requirements. Suggest some extra details to answer their query more effectively.

3. Address the support question within 24 hours of receiving their message to avoid unnecessary confrontation and dissatisfaction.

4. Offer further support if they require it and provide a sincere thanks for their custom. Also confirm that their message has been received and when they should expect a response.

5. Be apologetic to their needs and offer complete support and reassurance. However if a customer is still unsatisfied with their order offer them a replacement or refund.

Five Don’ts Of Customer Services

1. Don’t use abrasive words in your email. Always remain calm, courteous and professional.

2. Don’t leave the problem unresolved or unanswered because you are offended by their tone or for any other reason whatsoever.

3. Don’t neglect your customers by repeatedly delaying your response times. This will lead to negative feedback for your company and will inevitably cost you sales and damage your company’s reputation.

4. Don’t allow a customer to bully you into doing something irrational or unethical just to please them.

5. Don’t lie to a customer about your product. Make sure your description and terms are clear and are easily accessible on your Sales Page, Thank You Page and receipts.

Summary

Provide valuable information about your commitment to providing high levels of support by supplying your dedicated email address, fax, telephone number and mailing address. Place your company’s customer services details on your
“Sales Letter Page” and the “Thank You Page” (after orders are paid for and completed). This helps to reassure the customer that they will be able to contact you for ongoing help and support throughout the order process and after sales.

Once you have established a customer services support details you must ensure that all enquires are handled quickly and efficiently. If the enquiry needs more time to look up an order then send a confirmation email to let customers know that you have received their message and will get back to them in good time.

Unreasonable delays in response times can irritate customers so it is important to address problems any questions within 24 hours to avoid negative feedback.

Nancy P Redford shows you how to Take Online Payments for any web site without a costly merchant account. Stay safe on the Internet by getting wise to Online Scams
and Shams. Plus get some of the best business tools and resources for your home-based business here at: http://www.miriadz.com

Managing Creativity – An Oxymoron! Not

Monday, November 10th, 2008

Interrogated on a beach in Barbados by friends insistent that there was little validity to my speciality, I have felt compelled to answer the most common objections in the field of Managing Creativity and Innovation.

a) Managing Creativity and Innovation is an oxymoron!

When ideas are required, leaders tend to herd people into a room with a flip chart and conduct (usually an ineffective) brainstorming session. Implicit in this action is an acceptance that certain techniques and processes can increase problem identification, idea generation and the elicitation of tacit knowledge.

Structures such as the Hero’s Journey are accepted as increasing creative output when idea streams (such as in screenwriting) are needed.
Product development theory has proven innovation strategies that allow better idea selection, development and commercialisation. Frameworks such as the S-curve and idea funnels allow the efficient monitoring of ideas through a pipeline and effective go or kill decision-making.

b) Creativity cannot be managed because ideas occur out of the blue!

Ideas are the result of the mind working on particular problems at various cognitive levels. Though you cannot predict what an idea will be, where it will occur and what form it will take you can increase the likelihood of ideas occurring. Further, you can increase the number of ideas produced, the rarity of those ideas, the diversity of those ideas and the frequency of their production.

c) Creativity is not a process!

If you analyse the behaviour of people who are used to generating many ideas regularly, you will find that common patterns emerge. There is a definite process that triggers creative activity on multiple cognitive levels, resulting in the required insight. The process includes identifying and intensely investigating a problem, forcing production of ideas using creative versus critical thinking and other techniques; seeking stimuli and allowing the unconscious mind to take over by engaging in rest and unrelated activities.

d) Creativity is not tangible; creativity cannot be measured!

Analysts can measure (and therefore make tangible) creativity by quantifying a wide number of criteria. For instance, idea generation can be measured according to the number of ideas produced, their novelty, their variety and the frequency of their production. The DIY Creativity and Innovation Audit that comes with the MBA dissertation lists more than 150 benchmarking criteria, allowing holistic measurement.

e) Creative people will be creative whether they are “coached” or not!

Consider the infinite number of people who have been working on half finished manuscripts for months and often years. Management techniques increase creative output enabling completion in much shorter periods. Further, management techniques encourage targeted prolific activity, thus allowing the building of competencies and improvement.

f) Managing Creativity is not a useful activity unless it results in economic gain!

Creativity can be defined as problem identification and idea generation. Innovation can be defined as idea selection, development and commercialisation. First use creativity to generate an idea pool and then use innovation to select feasible ideas, which can be developed and commercialised.

************************************

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased at http://www.managing-creativity.com

************************************

You are free to reproduce this article as long as the author’s name, web address and link to MBA dissertation is retained.

Kal Bishop MBA
Kal is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller.

Manage or Lead – Why the Difference Matters and What to Do About That Difference

Tuesday, November 4th, 2008

Many books have been written about managing people, and an equally large number have been written about leadership. Some use the words manage and lead interchangeably, and some talk about the differences between the words, building a distinction based on style or behaviors.

With all due respect for these books, let me make it simple.

Manage things and lead people.

Manage

Often we can clarify much by going to the dictionary to look up words we already know. When I looked up manage on Dictionary .com, I saw phrases like:

“To direct or control the use of; handle, to exert control over, to make submissive to one’s authority, discipline, or persuasion . . .”

Given those definitions there are many things we need to manage:

Budgets

Production schedules

Sales forecasts

Marketing plans

Projects

Work flow

to name a few.

Obviously, management skills are important. Organizations need the capability of effectively managing the items and resources on the list above (and 100 other things).

The rub comes when you start thinking about managing people. People aren’t budgets or marketing plans. People are a resource in a whole other classification beyond the other resources of an organization.

People won’t perform most effectively if they are being controlled or made submissive to authority. (Hey, I’m just using the words from the definition I read!)

Lead

On the other hand, let’s go back to the dictionary.com for some phrases on lead.

“show the way by going in advance, to guide or direct a course, to inspire the conduct of ” are just a few of the definitions I found.

People respond to being led.

Just as you can’t inspire the conduct of a budget, you won’t be most effective trying to manage people.

Which leads me back to my initial premise: Manage things and lead people.

Beyond Semantics

I challenge you to think about your current practices, habits and approaches to working with other people. If you can find situations, times, or tendencies where you lean towards managing people, I encourage you to try a new approach starting today.

Here are six things you can do to shift your focus towards leading:

1. Think about how you have felt when being led vs. being managed. Write down five reasons you prefer to be led and use those reasons as reminders for yourself.

2. Explain these differences to those you lead and have a discussion about those differences. Commit to these people that you want to lead them more and manage them less. Ask for their help in adjusting your approach.

3. Recognize the strengths in those you work with and find ways for them to express those strengths more often and effectively.

4. Take the lead. Show the way by rolling up your sleeves to help a group with a sticky problem or to help them overcome a time crunch. Maybe you know the real work and can help in that way. Maybe you help by getting rid of an obstacle, providing moral support or getting the pizza.

5. Build relationships. Remember always that leading is a relationship activity, so take more time and focus more energy on building relationships with those you lead. As you build relationships you give yourself the opportunity to be more effective as a leader.

6. Think of yourself, call yourself, and introduce yourself as a leader and not a manager. The words matter.

Improve your management skills. Learn how to allocate resources, control expenses, and build projects. Use the thoughts in this article to help you continue to improve your leadership skills too. Both skill sets are important. And both always have room for improvement.

They just aren’t one in the same Manage things and lead people.

Kevin Eikenberry is Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. To receive your free special report on “Unleashing Your Potential” go to http://www.kevineikenberry.com/uypw/index.asp or call us at (317) 387-1424 or 888.LEARNER.