#Timely response full#

This week, it’s time for another Brain Food video. Hello friends! This is going live on Halloween, so Happy Halloween! I did my final workout to complete “Hell Week” at Orange Theory this morning. To learn more about Emergent Leader, TeamFORWARD and LeadFORWARD leadership development opportunities, please reach out to me.Watch this video on YouTube | Subscribe to the Blue Gurus YouTube channel This topic touches so many areas of leadership, it’s tempting to suggest that as executive leadership coaches, we are essentially communication coaches. You and your team will grow, more communications will flow, and performance will increase!Ĭlearly communicating is an important leadership attribute we train and coach at Emergent. Ask the people to whom you are delegating the response to begin their reply with, “Bill asked me to get back to you as he felt that I can better answer your message,” or something to that effect. Experiment with appropriate delegation of messages. Often no more than 15 minutes for each period are needed to acknowledge and even answer many messages effectively, keeping working relationships healthy.īe aware of how you create meaning in the lack of a response by being the only one that can answer. Dedicate three periods a day to respond to e- and v-mails: early in the day to get to messages that have been pent-up from yesterday or the weekend, after a midday break, and at the end of the day provides intentional time periods to experiment with. Other tools such as time-blocking can be useful. Some people find value in auto-replies, while others feel that they are too impersonal. This stall tells the sender that they are not acknowledged, which often starts the wheels of a negative meaning or story to turn. We often delay replying because we don’t have the information requested, or we’re not prioritizing the workload it’s going to take to get the information. I want to share my three favorite effective tips on timely communication.Īt minimum, reply (sooner than later) to acknowledge the sender, the message and what you’re going to do about it. Awareness of all lenses – the leader’s as well as the employee’s unknown lens – help determine the impact and efficiency of our communication. Our credibility depends on our excellent communication, and timeliness is an attribute of communication which, when neglected, erodes trust and credibility. Leaders have a significant responsibility to communicate clearly, often and in a timely manner. We often create meaning exclusively through our own lens, failing to recognize that other lenses are also in play.įor leaders, obviously, there’s another side to the story. We do it when a speeding car takes a chance to pass us in traffic, not knowing if they are self-centered or rushing to an emergency. We do it when our co-worker doesn’t respond to our email in the time frame we deem appropriate.

#Timely response full#

The author was Stephen Covey, and he was priming the pump for the telling of many more stories to illustrate The Seven Habits of Highly Effective People by suggesting that we tend to see the world from “the inside out.”Īll too often, we create the meaning and tell our story first without a full understanding. You see, we are just returning from the hospital where their mother, my wife, passed away an hour or so ago.” I should probably do something about this. He approached the father to point out his lack of parenting in the moment the father lifted his head, looked dazedly around, and replied, “Oh, you’re right. Most people would say the children were misbehaving, and the author felt the same. As the father sat, head in hands, the children were noisy and running around. The author of that book wrote about his experience entering a NYC subway one late afternoon, at which time there was a father with his two children on the train. I learned my lesson in 1989, and I am so thankful that it came from a book rather than a real-life experience. More often, we blame the non-responder for not being accountable to their work and/or attentive to our relationship with them. I find myself coaching leaders to be aware of the meaning they assign to a reply not yet received, because the stories we tell ourselves often exclude understanding for the people we’re attempting to communicate with. For those who still write letters by hand, do you expect a reply, or are most of your hand-written letters and notes assumed to be a one-way communication? For example, we expect more immediacy from a text than a voice or email. We seem to have unconscious expectation of the expected reply time related to the method of communication used. Have you ever experienced not getting a reply in a timely manner? Maybe it’s a voicemail you left for someone several days ago, an unanswered email sent yesterday, or a text you sent this morning that remains unanswered or not replied to.