One of the most common complaints I hear from people is that their leaders do not respond quickly enough to their emails, which makes them feel like they are not getting enough guidance. Yes, it does take two to tango, but many times the blame is squarely on the sender of the message. I have never had a hard time getting through to my C-suite, partners, or other extremely busy individuals. Communicating is about taking your message and shaping it so the receiving party has an easy way to “digest” it and react. The busier the receiver, the more “pre-digestion” you need to do. Sending e-mails, texts and instant messages seems simple enough, but we all know that simple does not mean easy. I have developed several techniques I would like to share with everyone about communication:
- Ease of “consumption”. In this age of ubiquitous technology, our Blackberries, iPhones, and Smartphones are always with us. If the receiver is constantly on one of these devices, make sure to only send messages that show up easily within the screen without scrolling AND ask for an answer that requires only several words. E-mail on a desktop is no different since the preview screen has limits. This leads me to the next point…
- Length. The novel you just wrote… it will never be read. Stop subjecting people to your “stream of mind!” Practice writing short 3-4 sentence/bullet point messages. You will be surprised how fast the answers come back.
- Subject line. You must figure out how to encapsulate your message and call to action in one sentence. If you spend the time to write a good subject line, your message will get through. If you can figure out how to communicate everything (message and call to action) in one sentence, you will be treated with priority.
- Context. Your message MUST answer one question: “How is this going to save or makes us money?” FYI messages have their place, but they do not warrant an answer or call to action. So if you want a response to your message, you must show how it affects the organization in one place it matters the most – $$$. Everything else is “noise” and clutters the mailbox. You don’t want to have your name next to “noise”.
- Information overload. Lastly, have your details documented and ready, in case they may be requested. But until you are asked for them, just provide conclusions, options, and KEY facts. If a decisionmaker wants more details, they will ask you for them.
Here is an example of a message I would send to my CFO:
Subject line: Approval needed: replacement backup system – $YYYY initial cost, $YYYY additional monthly costs, ROI Y months.
Ms. CFO,
We have researched available options for vendors to provide an improved solution to our expensive systems backup issues.
Option A: Total 3-year $XXXXX, estimated time to ROI X months, initial investment $XXX, ongoing new costs $XXX per month over current spend.
Option B: Total 3-year $YYYYY, estimated time to ROI Y months, initial investment $YYY, ongoing new costs $YYY per month over current spend.
Our team considers option B to be a better choice (though more expensive) due to the track record of that vendor. We seek allocation of funds to remedy our backup issues.
Sincerely,
Hi, my name is Apolinaras Sinkevicius, but most call me Apollo. I am the guy who takes care of the day-to-day business and technology of rapidly growing companies. 12 years in managing the "nuts and bolts" of companies and being a steward of corporate cultures makes me a seasoned operations professional and right hand person to founders and CEOs.
Thank you. Excellent, concise and practical advice. Following will save me hours of time writing and a lot of aggravation waiting for response.
Gregory Y’s last blog post..Espresso Yourself
Everything through bullet point 3 was terrific. The last two were not compelling to me – not everything is about money (#4) and bosses shouldn’t have to ask for more info (#5).
A good employee will develop a sense of the “right” amount of info and include it where it belongs, either in the subject line, the top of the message, the bottom of the message, an attachment, or in a written memo.
An issue needing senior management’s attention for a decision should not be assumed to be Blackberry-readable.
My suggestions for a good decision memo (in email or other form):
1. subject: decision needed for replacement of backup system
2: intro: as we discussed on 10 September, my staff has researched options to replace the soon-to-be-obsolete backup system. I recommend Advantage Systems, and present my team’s reasoning below.
As the proposal pricing we negotiated with the preferred vendor is good for only 30 days, I would appreciate the opportunity to answer any questions not covered below by 5 October.
3: Recommendation … for these reasons.
4: Other options with pros and cons.
5: Additional resources may be found at the vendors’ websites and at these equipment review sites at these addresses.
6: I didn’t write this professional decision memo solely because my annual review is overdue by seven weeks.
.-= Dave´s last blog .. =-.
Dave,
My suggestions are more focused for the startup world. With the speed of things, I need to know what is the monetary impact of your message, and I want to have an option of asking you for more details. Many time we get novels instead of e-mail messages. If I hired right, I know they did all the thinking and I can trust their judgment.
Dear Apolinaras
NICE messages.
My boss of many years is changing from a purely tecnical person to an accountant .
Doesnt show interest in technology / business process , but in $$$$ and only $$$
and doesnt respond to Emails.
Taken your points , liked some of them
rgds