{"id":5675,"date":"2012-10-15T09:48:53","date_gmt":"2012-10-15T09:48:53","guid":{"rendered":"https:\/\/glocalthinking.com\/why-dont-good-managers-use-email\/"},"modified":"2021-08-31T10:41:01","modified_gmt":"2021-08-31T10:41:01","slug":"why-dont-good-managers-use-email","status":"publish","type":"post","link":"https:\/\/glocalthinking.com\/en\/why-dont-good-managers-use-email\/","title":{"rendered":"Why Don&#8217;t Good Managers Use Email?"},"content":{"rendered":"<p style=\"text-align: justify;\">Lately much has been written on the <strong>distractions of email dependency<\/strong> (not to mention the huge debate generated on the like in social networks). Many articles describe how the email habit draws us away from our list of important-to-do things and enslave us to others, how it generates <strong>expectation and hooks us<\/strong>. But <strong>what is the case with top management in companies?<\/strong> <strong>Why aren\u2019t good managers trapped by their e-mail?<\/strong> I\u2019ll give you four good reasons why and then I will propose some solutions:<\/p>\n<p><!--more--><\/p>\n<p style=\"text-align: justify;\"><strong>Reasons why managers aren\u2019t dependent on e-mail:<\/strong><\/p>\n<p style=\"text-align: justify;\">&#8211; &nbsp;If they always paid attention to e-mails, <strong>they\u2019d stop doing managerial tasks or functions that really add value<\/strong> to the company and which are really crucial at this level of the command chain.<\/p>\n<p style=\"text-align: justify;\">&#8211; &nbsp;The majority of e-mails are informative that <strong>don\u2019t require actions or validation<\/strong> by managers; instead they\u2019re e-mails middle managers copy to their bosses.<\/p>\n<p style=\"text-align: justify;\">&#8211; &nbsp;The majority <strong>do not cover topics of such importance to detract from priority tasks<\/strong>. And if they are important, they are localizable in many other ways.<\/p>\n<p style=\"text-align: justify;\">&#8211; &nbsp;<strong>80% is spam<\/strong>, something so plainly true.<\/p>\n<p style=\"text-align: justify;\">Nonetheless <strong>e-mail still plays a role in business communication<\/strong>, <strong>not just among c-level executives<\/strong> but also middle managers and other employees, as it is the usual means of communication with other companies and also clients.<\/p>\n<p style=\"text-align: justify;\">So, although they don\u2019t use it too much, <strong>there are times when it is indispensible<\/strong>. So much so that there are some methods to improve e-mail management without wasting too much time: <strong>from specific techniques<\/strong> like, training not to have the urge to respond to e-mails on the spot, using auto-reply or working in 30 min blocks (<a href=\"http:\/\/www.forbes.com\/fdc\/welcome_mjx.shtml\">like&nbsp;Katherine Ellison suggests in this article published in Forbes<\/a>), <strong>through to global time management methodologies<\/strong> like GTD, a system based on the book \u201cGetting Things Done\u201d by David Allen.<\/p>\n<p style=\"text-align: justify;\">But as you are already aware, <strong>optimal e-mail usage&nbsp;doesn&#8217;t&nbsp;just concern managers<\/strong>, but also all employees of a company. I personally know of a case where a multinational saw how their employees were <strong>being distracted by e-mails and decided to forbid internal use<\/strong>. In fact this very idea came from one of the company managers. Although this measure spurred considerable criticism and disquiet, over time <strong>the employees became accustomed and now work quite well without it<\/strong>, using other more effective means of communication.<\/p>\n<p style=\"text-align: justify;\">Personally I think that across all levels of the corporate hierarchy, <strong>what\u2019s most important is to make appropriate use of the communication tools available to us, including e-mail.<\/strong> But I am also aware of the shortcomings. That\u2019s why I believe that often it is more effective to use virtual communities and work groups <strong>where communication is multidirectional rather than bidirectional<\/strong>. Possibly the trend will move in this direction thanks to corporate social networks and the integration of multiple communication channels through these. Time will tell\u2026<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Many articles describe how the email habit draws us away from our list of important-to-do things and enslave us to others, how it generates expectation and hooks us. But what is the case with top management in companies?<\/p>\n","protected":false},"author":5,"featured_media":2531,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[350,343,344],"tags":[250,222,224],"class_list":["post-5675","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-global-hr","category-leadership","category-talent-management","tag-global-hr","tag-leadership","tag-talent-management"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Why Don&#039;t Good Managers Use Email? - Glocalthinking<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/glocalthinking.com\/en\/why-dont-good-managers-use-email\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Why Don&#039;t Good Managers Use Email? - Glocalthinking\" \/>\n<meta property=\"og:description\" content=\"Many articles describe how the email habit draws us away from our list of important-to-do things and enslave us to others, how it generates expectation and hooks us. 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