职场通讯四宗罪
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解决方案：更全面地想一想是否事情真的紧急。分批处理电邮。使用要点和主题来厘清信息，在发送之前审读电邮。保持简短让人不至于遗漏一些信息。“如果我需要拖滚动条才能读完，那你的电邮就太长了，”全球猎头公司Adecco集团的副总裁戴维•亚当斯说。相反，“先真正地对话，然后再用电邮来总结你的讨论。” 神出鬼没的伪装大师 当你想联系这个变化多端的家伙时，你不知道该用哪个电邮账号，或者他会用短信、即时信息还是电邮联系你。如果你从电邮开始对话，他会改用即时信息，最后又以短信结束。 问题：在职场，人不能难以捉摸。你的联系人必须知道如何找到你。转换通讯方式一次还行，比方说在离开办公室没法查电邮时，可以发送紧急短信。但毫无必要的换过来换过去只会让人迷惑，同事也很难察看完整的对话。 解决方案：直接了当地询问联系偏好和方式。除了上述的紧急情况，都坚持用同一个联系方式。作为一个工作团队，你们也可以制定一些通讯协定，比如设定即时信息的状态：有空、没空、暂时离开。哈佛的莱斯莉佩罗曾经通过简单的通讯约定来帮助团队提升工作效率和满意度。比如，团队可以约定在晚上6点之后避免发送和回复电邮，或者每天安排一段不受打扰的工作时间。 滥用抄送的电邮狂人 电邮一创造出来，就有人开始滥用抄送栏，于是全世界的收件箱都开始堵塞。 问题：防止电邮滥发的最好方法就是审慎地发送。如果发送给不必要的人，你就会收到不必要的回复，形成滚雪球的效应。此外，有人会对过度广泛的发送有意见。比如，你不必要地抄送给上司，无意中就传达了不信任同事的信息。“最佳实践的第一条就是，决定‘这封电邮是给谁的？’，”亚当斯说。“单那么想一想就能减少电邮的数量。” 解决方案：只有人们确实需要了解对话的进展时才抄送他们。对于其他人，只需要在当面谈话或者每周更新时总结一下即可。 遵循下面这些规则就好： 1．为需要发送的信息挑选合适的通讯方式。短信和即时信息用于简短和紧急的信息，电邮可以长一些。如果是复杂或可能带有个人感情色彩的，那就拿起电话吧。 2．只让必要的人员接收信息、参加电话会议和开会。 3．整合通讯，使用清楚明白的电邮主题。 4．发送前再想一想。 5．尊重他人的时间和优先考虑。 |
The solution: Gain a little perspective on whether the matter is truly urgent. Batch emails. Use bullet points and the subject line to give your message some additional clarity, and proofread your emails before sending. Keep it short so that people don't miss part of your message. "If I have to scroll down to read it, this should never have been an email," says David Adams, a vice president with Adecco Group, a global staffing firm says. Instead, "have a live conversation and use the email to summarize what you discussed." The master of disguise When you want to get in touch with this shifty character, you never know which email account is best to try, or whether you'll hear from him via text, instant message, or email. Perhaps you start a conversation on email, he continues it via IM, and concludes it with a text. The problem: You don't want to be enigmatic in the workplace. Your contacts need to know how to reach you. It's okay to switch communications methods once, such as sending an urgent text when you leave the office and don't have easy email access. But going back and forth unnecessarily is just confusing, and makes it hard for your colleagues to review the entire thread of a conversation. The solution: Ask people upfront about their contact preferences and methods. Then stick to that plan, aside from the aforementioned emergencies. You might even decide as a work group on certain communications protocols, such as setting instant message status to available, unavailable, or back soon. Harvard's Leslie Perlow has helped teams boost productivity and satisfaction through simple agreements around communication. For instance, a team may agree to avoid sending or answering email after 6 p.m. at night or to designate daily blocks of time for uninterrupted work. The cc: abuser Almost as soon as email was invented, someone began overusing the cc: field. And email inboxes around the world began to clog. The problem: The best way to reduce email clutter is judicious sending. If you send email to more people than necessary, you're likely to receive unnecessary responses, creating a snowball effect. Moreover, some people may take offense at an overly broad distribution. For instance, if you cc: a superior unnecessarily it can inadvertently send a message of distrust. "The number one best practice is to decide, 'Who is the email for?'" Adams says. "That thought process alone will reduce the amount of emails." The solution: Only include people on emails if they truly need to follow the tick-tock of the conversation. For others, you can summarize in an in-person conversation or weekly update. Follow these rules and you'll be fine: 1. Pick the right medium for your message. Text or IM something short and urgent. Email a longer message. Pick up the telephone for anything complex or potentially emotional. 2. Only include people who truly are needed in a message, conference call or meeting. 3. Consolidate your communications and use clear email subject lines. 4. Think before you hit send. 5. Be respectful of others' time and priorities. |
