Emails that get attention

August 22, 2010

Q: I don’t get the responses I’m looking for when I send e-mails at work. People either avoid replying or miss the point. How do I get straight answers to my questions?

A: Corporate e-mail users receive up to 200 e-mails a day. If the recipient only spends a minute on each one, that’s over three hours a day reading e-mail. In an overflowing inbox, you have seconds to grab the reader’s attention and make your e-mail a priority to open and answer.

One topic per e-mail is the surest way to get a clear direct response. E-mails with several items require extra thought and time to address. Points often get missed and replies are slower, if not forgotten. Numbering the items and identifying each topic in the subject line helps.

A subject line that gives enough detail about the message in a few words or includes a call to action such as “Please respond by . . .” attracts the reader, while a friendly opening line and an appreciative closing personalizes the message and builds rapport.

People appreciate brevity. State the purpose of the message up front, then get to your point quickly in a conversational style. Straightforward, short messages that are easy to follow and specify the desired response get dealt with promptly. Incomplete messages, where recipients have to write back for more information, frequently get dropped.

Proofread every message from the reader’s vantage point. E-mails convey emotional tone. Is it neutral, courteous and respectful?

Following these simple steps to be a more effective electronic communicator can create a positive impression, enhance credibility and elicit the responses you want.

Originally printed in The Province, August 22, 2010.

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Start by finding common ground

May 16, 2010

Q: Two of my managers have been squabbling for years. Rather than working things out between themselves, they bring everything to me. I’m tired of mediating. How can I put a stop to this so they focus on their jobs?

A: Being a middle man is a no-win position. It fuels their feud as both parties vie for your attention and allegiance. The cost in lost productivity and increased tension is too high for these behaviours to continue. Reinforce this with consequences if they are unable to collaborate effectively.

Moderate rather than mediate a meeting where they speak directly to one another rather than through you. Point out wherever common ground exists between them on objectives, outcomes or vision.

Give both parties equal chance to present their point of view dispassionately. Trust builds when speakers feel their opinion is being heard and listeners know they are not forced to agree.

Conflict often stems from miscommunication and misunderstanding. Ask the listener to restate what he or she heard, plus one benefit of that viewpoint. Explain they are simply acknowledging they heard the person’s perspective, not that they are necessarily agreeing with it.

Alignment can break down in the tactical stage of determining how to implement plans. Individuals may attack or defend when trying to marshal support for their ideas.

Resist getting dragged into conflict or feeling responsible to resolve it. Neutralize things by asking how they will leverage each other’s strengths to create combined success. Keep the discussion solution focused and acknowledge effective communication when it occurs.

Be sure they leave with strategies to interact more productively. Arrange a followup to check in on their progress. If additional support is needed to de-escalate conflict, contact your HR department or a certified corporate coach while you reassess the roles and responsibilities of these team members.

Originally printed in The Province, May 16, 2010.

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Be very clear in assigning tasks

October 12, 2009

Q: Even when I give my staff member a simple task to do, such as creating a news release, and explain how I want it done, she solicits her co-workers’ suggestions and the job ends up getting done differently than I wanted. How can I change this?

A: It sounds like your direct report may need some additional time or reassurance from you before she is set loose. Here’s an approach that may generate more productive results.

She may be feeling micro-managed when you tell her how to accomplish the task. If she doesn’t feel she has the freedom to incorporate her own great ideas, she may be rallying support to defy “your way.”

Rather than telling her how you want it done, inform her of the end result you’re looking for. Explain why this task is important and relevant. It is more meaningful when she understands how it ties into a larger picture.

Let her know what key elements need to be included in the project and the deadline, then give her free reign to make it happen.

Before she leaves, check to see if she needs any further clarification. To ensure you are both on the same page, ask what she views is the value of this task and what support she thinks she might need for her to successfully complete it according to your requirements.

Boost her confidence by acknowledging one of her shining qualities or characteristics.

For example, “You are creative and organized. You’ll produce a great news release.” Assure her that you are available for further assistance.

When she returns with the finished product, find something positive to acknowledge. That will encourage more of the same behaviour next time. Finally, re-evaluate if the tasks are appropriate for her skill or interest level.

Originally published in The Province, October 11, 2009.

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If words alone don’t do it….

May 3, 2009

Q: I was dumbfounded when several of my team separately recalled verbatim what they were convinced I had told them. I never said those words. While they got the gist of the message, how do I ensure that I won’t be misunderstood next time?

A:  For a team leader to function effectively, your team must be clear about your directions. Your team may not have recalled your exact words, but it sounds like they were on the mark with your intended message.

Messages are sent to the listener on two levels simultaneously. Information is transmitted through your words. But studies show 65 to 80 per cent of the message is communicated non-verbally. Facial expression, eye contact, body posture, motions, tone of voice and attitude tell the real story.

If you say a deadline is firm, but your voice tone conveys the blasé quality of “whatever,” don’t be surprised when you’re off schedule.

When your spoken message and your attitude are contradictory, the receiver will interpret from your more accurate non-verbal cues — how the listener “experiences” your message not how they “hear” it.

Take a few extra minutes before you speak to be clear about your content and to be aware of your emotional state. Speak slowly and intentionally to monitor your delivery as well as your words. Your goal is for your non-verbal cues to be congruent with your information.

Understanding deepens when it flows two ways. How well are you hearing your team’s messages? Pay attention to their non-verbal cues this week. Who needs your recognition? Who is eager for a new challenge? Whose tank is empty? A successful leader “hears” and accurately responds to their team’s cues.

Originally printed in The Province on May 3, 2009.

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Outlining expectations will save headaches later

June 1, 2008

Q: I’m an independent contractor and my largest client continually squeezes me for more services for the same fee. How do I stop the bleeding without jeopardizing the deals or the client altogether? 

A: First, don’t compete on price. Promote the value you are providing for the fee charged. Managing client expectations may be even more imperative than delivery of the service itself. 

As an existing service provider, you have the competitive advantage of meeting the client’s evolving needs — even shaping them. Track this vital information by summarizing your progress, reporting results and highlighting achieved outcomes to the client after key milestones.

Here’s your opportunity to elicit feedback from the client. What are they satisfied with? Where are you exceeding expectations? When the client articulates this, it reinforces the return on their investment. The most challenging yet noteworthy question to ask is, “What would you want different next time?” Their responses enable you to refine your service to more closely meet their needs.

When pressed to include additional services, refer the client back to their stated satisfaction levels.

If they insist on bundling more services for the same price, hold firm. Fees that appear negotiable run the risk of being ground down by the client.

Instead, explore what’s motivating their need to discount. Determine what services they are willing to take off the table in order to reduce the price. Alternatively, offer to exchange, reduce or remove other components to maintain your fee.

Originally printed in The Province on June 1, 2008.

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How to send your message

December 9, 2007

Q: I give instructions to my team and they just don’t get it. I keep repeating myself yet it doesn’t get any clearer for them, then I get angry and frustrated and nothing gets accomplished. What could I do differently?

A: Before you blow another gasket, know that 85 per cent of business issues are people-related not skill-related. Even clear, direct communication can often result in a different message received. The onus is on the sender to ensure it is received as you intended.

Here are some tips:

  • Begin by clearly stating your reason and the result you are expecting from the receiver. Do you want them to take action immediately, to file this information until required, or is it simply FYI? Explain how following these directions will benefit them, the team, the client or other stakeholders.
  • Many people miss this next crucial point: Step outside of what you want and consider it from your listener’s perspective. Are your instructions clear? Are the outcomes realistic? What vital information must they have to carry out these instructions and successfully meet your expectations? The receiver needs enough detail to deliver on, yet not so much that they get bogged down.
  • Your message requires three key elements: What you want done, when it needs to be finished and how you want to be informed when it’s completed. Empower team members to complete the task in their own way.
  • Now about that tone — yes, even e-mail has a voice quality that telegraphs volumes. If your message is emotionally charged, even the clearest directions will be resisted. Keep your message light and to the point.

Originally printed in The Province, December 9, 2007.

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Walk with your co-worker through his several fears

April 22, 2007

Q: Our team is rolling out a significant project and my colleague (who put the deal together) is suddenly fretting that we won’t make our schedule or budget.  I am confident about delivery but worried about his impact on the team, the project and client.  How do I address this?

A:  Your peer needs his concerns to be heard.  You can be an effective sounding board and keep the project on track.

Set up a meeting where he can verbalize his thoughts unedited for several minutes.  Resist your temptation to correct, comment or defend or he will feel unheard and need to cycle through his concerns all over again.  Remain detached and objective.  Understand what is underlying his concerns.

Once his anxiety has been diffused he can absorb new information.  Summarize and replay his concern back to him.  i.e. “I hear you’re saying….. am I correct?” Acknowledge a positive quality he demonstrated through his commentary.  i.e. “You are responsible and proactive.  Thanks for bringing this up.”  Reaffirming you are an ally and not an adversary.

Steer him to identify the root of his fear and to his own solution for it.  Be curious and interested.

Ask short simple open ended probing questions. i.e. “What was your rationale when you did your due diligence last month?  What’s changed?  What’s your biggest fear?  What’s our blind spot?”

Continually separate fact and fiction.  Redirect him to fact based comments whenever he “worries” about what he “imagines or fears” “might or could” happen.

Also tease out the truth or wisdom.  i.e. “Where is our greatest exposure?  How will we know we are off track?  What do you propose?”

Encourage him to document his ‘risk management’ solution.  He will feel both valued and relieved. You will have shifted him from being stuck in the problem to solution focused.

Originally printed in The Province, April 22, 2007.

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