Do not send on mail! | Cristian SALANTI | Pulse | LinkedIn
7 typical problems that email transmission has on team results
1. AMOUNT
Each of us has thousands of emails in inbox and receives tens or hundreds of emails a day
Too many messages distract you, make you inefficient and ineffective
Most spam messages do not come from the Internet, but from colleagues who send messages over messages
2. PRODUCTION vs. PRODUCTION CONSUMPTION
SENDER:
Send the message when you need it
When you send an e-mail, copies of that message are produced, copies you no longer have control of
If you want to change something, you have to send a message and one more ...
CONSIGNEE:
You get the message when you do something else
The message arrives in a list of several thousand emails
If the message is not fixed at the time of receipt, the degree of attention paid is low
After a few hours, you already have a lot of other messages in your inbox that call your attention
Maximum attention is given when you have to perform a task. But then, the information is scattered across multiple messages, hard to identify and consolidate
Unfortunately, communication is based on the needs of those who distribute information and less to those who consume it.
3. QUALITY
For employees not to work for obsolete documents, the ISO9001 standard requires that once a document is no longer valid, you must be able to withdraw it from the workplace.
An email document can no longer be retired to avoid working on overdrive documents.
A collaborative culture centered on email brings with it many quality problems
4. ORGANIZATION
Each of us has our own way of organizing the information in the inbox (folders, categories, etc.) so that they can handle the multitude of information that we get.
In essence, each employee will develop his own organizational system, more or less good.
When used for communicating reference information, email becomes a disorganization tool
5. ABILITIES
Most of those who coordinate an organization are "knowledge workers" who have developed skills to manage information.
Most people who make money for an organization are just "workers" in the sense that they do not have special abilities to handle large and dynamic volumes of information.
Front-office personnel's focus must be on the client and their work, and not on managing the information that is "thrown" to them
6. USE OF THE INFORMATION
For example, in an ERP system, all of a customer's data is in one place, an authorized employee can edit information in one place or give a colleague access.
The information sent by mail is not the same: it can not be accessed in an organized way by someone who has not been on the distribution list, can not reach without a new employee, can not be improved without returning it to everyone.
Although the information exists in the employees' mailboxes, the company can not manage it as such, which leads to the loss of know-how
7. THE COMPANY'S COMPANY ON THE INFORMATION
Technically speaking, an employee's mail is stored by the company's servers and should be owned by the company.
In practice, the saying goes "look for the needle in the fan carriage."
Basically, information sent by email is not the property of the company, but rather of the individual who sent it and who knows how to find it
I believe that better management of the support information (the one about organization, information, learning, innovation, feedback, motivation, etc.) is critical to the success of a company today
There are also options available to avoid or reduce the issues mentioned earlier
Intranet (rules, procedures, working instructions, best practices)
Team sites
Project sites
Practice Communities
Business social networks
