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📄 Contents

  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

Young managers today may wonder how did offices ever communicate before the age of emails? Old-timers, on the other hand, may lament as to when will the ongoing rush of endless emails ever slow down? The fact of the matter is that emails have become an important, if not indispensable, tool in modern business life, and are becoming more so in our personal and private lives.

But the productivity benefits that emails offer are often undermined by the sheer quantity and quality of these online notes. How can you cut down on the number of emails received and sent? Are there simple ways to make your emails more effective? This article answers these and other questions by offering a dozen helpful tips on how to improve your emails. I base these suggestions on my twenty-some years of experience of observing, receiving and sending out various types of emails in numerous setting and for various reasons. Figure 1 summarizes these 12 tips.

  1. Minimize use of over-sized distribution lists

  2. Limit distribution of personal announcements

  3. Use judiciously the confirmation of receipt feature

  4. Refrain from using multiple fonts

  5. Turn automatic spell checking feature on

  6. Keep backgrounds to plain white

  7. Maintain signature blocks that are simple and professional

  8. Encourage your department or company to provide email guidelines and policies

  9. Ensure email guidelines and policies are enforced

  10. Shorten sentences and paragraphs

  11. Re-read the note just before sending

  12. Employ a proof-reader for highly important emails

Details of the 12 Tips

  1. Minimize use of over-sized distribution lists – Many companies provide wide distribution lists that may include everyone in a group, department, division, or even the entire company. In their zest to communicate with everyone appropriate, some employees use wider than needed distribution lists. This can clog up networks and saturate servers needlessly. Care and discretion should be exercised when using these lists.
  2. Limit distribution of personal announcements – I worked at a small (less than 100 employees) firm a few years back that routinely used email to build a sense of teamwork and family. Personal announcements such as birthdays, marriages, promotions, deaths, reassignments or newborns were accepted and encouraged. But as the company rapidly expanded its size five-fold, this use of personal emails clearly became a problem. Making matters worse were the dozens of responses with 'Reply to All'. Policies were later put in place to address the issues of personal messages and how to reply to them.
  3. Use judiciously the confirmation of receipt feature – This feature can be useful for critical notes involving legal or personnel matters. But often it is mis-used to the point of annoyance. Users should employ this feature only when necessary.
  4. Refrain from using multiple fonts – Some emailers use a variety of fonts, colors and treatments, presumably as a part of their self-expression. I have seen pink paragraphs, neon-green numbers and an overzealous use of boldface, all-caps and italics. This sort of font formatting can make even short messages difficult to read. Standard Arial in black may seem plain but there is beauty in simplicity and practicality.
  5. Turn automatic spell checking feature on – This is a feature that most all email systems offer, yet some users choose not to use it. It is not perfect and will not catch every typo, but it comes close. Most recipients of email are forgiving of minor typos and more appreciative of a quick response. Still, this is an easy feature to activate and should be used all the time.
  6. Keep backgrounds to plain white – The creative side of some emailers comes out with all variations of non-white background. One of the associates of my current client tends to use rose-garden floral prints to spruce of her emails. While her emails may reflect her personal taste, they are not always well received. Background images can also add to the size of an email, taking up more mailbox space than is necessary.
  7. Maintain signature blocks that are simple and professional – Some people choose to express their creativity and individuality with elaborately designed signature blocks. The last thing I would want to do is to stifle someone's creativity but there is a time and place for everything. Save your colorful artwork for your personal emails. In a business environment, simple and direct signature blocks are much more effective and usually much more appreciated.
  8. Encourage your department or company to provide email guidelines and policies – Ideally, companies should provide all employees a set of email guidelines and policies. In many companies these policies are similar, but not identical, to Internet policies that discourage unprofessional or lengthy personal use of corporate resources. If you are a manger of a department you can augment existing policies, or institute them for the first time, by offering policies and guidelines unique to your department.
  9. Ensure email guidelines and policies are enforced – Once email policies are established they need to be enforced. This is often done by holding managers accountable for how their employees use email. But occasionally, technology may be employed to enforce email policies. For example, one company enforces its policy of no wide-spread emails by restricting 'Reply to All' if 'Company Everyone' was part of the recipient.
  10. Shorten sentences and paragraphs – Emails are far more readable if sentences and paragraphs are kept brief. This may sound obvious but it is frequently violated. I have more than once received emails in which sentences rambled on for over 50 words, and paragraphs extended on for most of a page. A good rule of thumb is 20-30 words per sentence, and 4-5 sentences per paragraph.
  11. Re-read the note just before sending – News flash: spell check does not catch every typo, and little can be done to spot grammar errors. Read over your emails one final time before sending. This should at least ensure the correct meaning of your note remains intact.
  12. Employ a proof-reader for highly important emails – Widely distributed emails dealing with company-critical or personnel issues need to go out mistake free. Such emails include those involving company announcements, introduction of new employees, new personnel policies, or promotions. It is always good to have another person proof read these before sending. Printing the note out for proof-reading tends to be more effective than screen reading. A recent client company of mine was being sold and executives announced that emails would come out every week on the status of the sale. The emails were always timely, much anticipated, widely read and always flawless.

Summary

Emails have become very much a reality in both our everyday business lives as well as our personal lives. This article presented 12 helpful tips for improving the management of these ever –increasing numbers of emails. The tips included ways to reduce the number of unnecessary emails that you may issue or receive, and methods to increase the effectiveness of the emails that you do send out. We may not be able to eliminate our emails, as some of you may wish, but we can certainly take steps to make them more useful and friendly. The intent of this article was to do just that.

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