Email policies and good work behavior


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Email policies and good work behavior

  1. 1. Effective Email Communication andAppreciating Organization Policies andProcedures
  2. 2. ‘Leadership and communication are inseperable. You can’t have one with out the other.’ Claude I. Taylor Chairman of the Board, Air Canada
  3. 3. How effective are your emails?
  4. 4. • ALL CAPS IS CONSIDERED SHOUTING – So is overpunctuating!!!!!• Not using capitalization or punctuation makes email hard to read• Text messaging abbreviations r confusing 2 ur co-wrkrs• Avoid emoticons• Explain Acronyms• Check spelling and grammar before sending• Keep slang to a minimum
  5. 5. Think before hitting ‘send’• Is your email: – Needed (Does the recipient need this to do their job) • Timely, Relevant, Complete – Appropriate • Compliant, Professional, Inoffensive – Targeted • Limit use of ‘reply all’, limit use of cc/bc • Manage distribution lists • Is email the best channel?
  6. 6. Format your emails• What would you do if you received this email: We need to test the upgrade before we proceed with the pilot in Pediatric Otolaryngology. Does the project have the funding to purchase a couple of the hardware upgrades so I can test with in this area? I can provide you a quote from Insight for the upgrade. I need to verify that it works as advertised before we advertise that we can do this for all devices.
  7. 7. huh?
  8. 8. Let’s try this instead:We need to test the upgrade before we proceed with the pilot inPediatric Otolaryngology.Does the project have the funding to purchase a couple of thehardware upgrades so I can test in this area?I will:1. Provide you a quote from Insight for the upgrade2. Verify that it works as advertised before rolling out the program.
  9. 9. Paragraphs and bullets clarify your message
  10. 10. Making email work for you• Build better emails – Strengthen the subject – Sculpt the body• Strengthen the subject – Use keywords in the subject line • Active: Prepare Slides for the Workshop December 13 • Info: Update on Email Etiquette Presentation • Confirm: Presentation will be ready for review December 11 • Delivery: Slides for December 13 training
  11. 11. Don’t need a response – use eom Old New
  12. 12. Sculpt the body of your email• Break messages into sections – Action summary – what’s the point of the email – Background (but know your audience) • Key points • Definitions – Close – next steps or action items• If there are attachments explain what they are
  13. 13. Email rules of engagement•3 Volley Rule If a topic is bounced back and forth more than three times it is time to place a call or schedule a meeting •24 Hour Rule It is okay to write a heated e-mail, just wait 24 hour before you send it Avoid ‘flaming’
  14. 14. Four simple email strategies• Send fewer emails and you’ll receive fewer emails – Don’t abuse ‘reply all’ and Cc features• Write better messages – People don’t ‘read’ emails they ‘scan’ them• Coach frequent senders (and offenders)• File and find information faster
  15. 15. Questions
  16. 16. Following policies and procedures …Even when you don’t agree
  17. 17. “If the staff lacks policy guidance against which to test decisions, their decisions will be random.” Donald Rumsfield
  18. 18. Policies and procedures provide clarity foremployees and leaders when dealing with accountability issues
  19. 19. Why have policies and procedures• Policies and procedures link the company vision and the day-to-day operations – Allow employees to understand their roles and responsibilities – Define limits and boundaries – Guide operations – Limit management intervention
  20. 20. Policies• General in nature• Identify company rules• Explain why rules exist• Tells when the rule applies• Describes who it covers• Explains enforcement and consequences
  21. 21. Procedures• Identify specific actions• Explain when take action• Describes alternatives• Shows emergency procedures• Includes warnings and cautions• Shows how to complete forms
  22. 22. Polices and procedures are required when there is a need for consistency in your day-to-day activities
  23. 23. What to do if you disagree• If you disagree with a supervisor about policies or strategies, make sure you understand your supervisors position – Ask questions – Dont contradict your supervisor in public or in front of co-workers – Dont make the disagreement into a personal or emotional issue
  24. 24. Collaborative disagreement• Paraphrase your supervisors position so he knows you understand what he wants. Present your concern or opinion, and then propose a way to address your concern without invalidating your bosss position.
  25. 25. Example“I understand you prefer for us to addresscustomers by their first name because itsounds more friendly, but some oldercustomers might be offended by theinformality. Would it be all right for me to uselast names when it seems appropriate, as longas my sales figures are not negativelyaffected?”
  26. 26. When you don’t get your way• Even if you handle a disagreement in the best possible way, the supervisor still might not change her position.• After you have done your best to present your own opinion clearly and respectfully, you should embrace whatever your supervisor decides and carry out her wishes to the best of your ability.• You want your supervisor to see that you can carry out instructions with a good attitude and put in all of your effort even though you disagree.
  27. 27. Why follow policies and procedures• Following policies and procedures is essential – Commitment to organization goals – Ensures the department runs smoothly – Your involvement is part of a larger goal• Sometimes you will disagree – Ask questions, seek clarity – Don’t assume – Embrace the policy and procedure – your job may be at stake
  28. 28. Questions
  29. 29. Herd Strategies, llc 245 East 11th Street Indianapolis, IN 46202