How to Use E-mail as a Leadership Tool
What you'll learn
- Use the GLAM framework to eliminate e-mail’s top pet peeves.
- Determine when e-mail is an appropriate tool to communicate your message.
- Minimize e-mail churn and noise, and get more done with clear action requests.
- Use a simple formula to measure the length and complexity of your writing.
- Apply the “Use it, or Lose it!” principle for clearer writing.
- Identify the seven situations when e-mail is not a good communication tool.
- Describe different approaches to help you and your team set and manage expectations around e-mail use.
- There are no prerequisites for this course.
This course is about a shift to using e-mail with a ‘servant leadership’ mindset. Built on a framework designed to help you identify and eliminate e-mail’s top pet peeves, this course will help you get better results from your e-mail, while building your own professional brand.
The evolution of virtual teams, groups working across different time zones, and the increase in remote work and hybrid work-from-home arrangements, has positioned e-mail as a business-critical communication tool. E-mail is a unique communication method requiring a unique writing style to be effective.
A cross-industry survey by Revivae Consulting, including people in roles from entry-level to CEOs, found we all have the same e-mail pet peeves; they’re too long, we get too many, we don’t know a message was sent to us, ‘reply to all’ messages are out of control, and the list goes on! This study confirmed e-mail has devolved into a game of seeing who can reply the fastest and stay online the longest. This approach lets us trick ourselves into thinking we’re being responsive, productive, and getting stuff done. But, more often than not, this mindset ends up creating churn, confusion, frustration, and delays.
I hope you’ll join me for this course.
Who this course is for:
- Remote Workers
- Virtual Teams
- Managers and Team Leads
- Newly-promoted Leaders
- Interns and entry-level staff new to e-mail communication
Pulling network cable and configuring routers in my early years gave way to becoming one of Accenture’s first Enterprise Architects. In this role, I learned to build business solutions working across people, process, and technology. I then joined an IT Strategy group where I learned how critical strategy, organization design, and governance are to a company’s success. From there, I ran the business operations of Accenture’s Infrastructure Consulting group; leading financial, human capital, learning & development, and strategic initiatives driving the growth of this $1B US division across five industry groups and 13 geographies globally.
I’ve been fortunate to have led transformational change with some amazing organizations. I was part of the Sprint PCS (now Verizon) launch team, I standardized technology for Pfizer throughout their European operations, and ran both business and technical integration projects for some of the largest mergers & acquisitions in the pharmaceutical space. I’ve received Accenture’s “Top 10%” leadership award, and the “Accenture Hero” award for contributions to mentoring & people development.
In 2012, I started my own coaching and consulting company focused on helping organizations make meaningful and lasting change, by designing and delivering truly transformational programs.