It is easy to go to extremes when giving email feedback: either so harsh that your recipient is upset and is either so offended or angry they ignore your suggestions or so soft that they miss the point altogether.
This can be because we are either too cautious about upsetting someone and too aware of the limitations of the medium or because we are in a rush and don't realise the impact we are having.
A short article from Fast Company by Sara Marco of The Muse provides a simple formula for getting the balance right: not too hard but not too soft either: just right.
When providing feedback to your team members as they start to use storylines, Sara Marco's approach will work brilliantly.
It provides an opportunity to highlight what your team member has gotten right, and also what they can improve.
Without this level of consistent feedback, your teams are unlikely to stick with the approach and give you the results you need: less rework for you, more great ideas being approved by those higher up.
And, what I love even more about this article, it is written using a pretty solid grouping structure.
Click here to have a read and see what you think.
Separately, if you would like more ideas on writing better emails, you may enjoy my free course, 10 Minutes to Better Emails. Learn more here.
Keywords: emails, leadership communication, leadership skills
PRESENTED BY DAVINA STANLEY
I love what I do.
I help senior leaders and their teams prepare high-quality papers and presentations in a fraction of the time.
This involves 'nailing' the message that will quickly engage decision makers in the required outcome.
I leverage 25+ years' experience including
- learning structured thinking techniques at McKinsey in Hong Kong in the mid 1990s before coaching and training their teams globally as a freelancer for a further 15 years
- being approved to teach the Pyramid Principle by Barbara Minto in 2009
- helping CEOs, C-suite leaders and their reports deeply understand their stakeholder needs and communicate accordingly
- seeing leaders cut the number of times they review major papers by ~30% and teams cut the amount of time they take to prepare major papers by ~20%*
- watching senior meetings focus on substantive discussions and better decisions rather than trying to clarify the issue
My approach helps anyone who needs to engage senior leaders and Boards.
Recent clients include 7Eleven, KPMG, Mercer, Meta, Woolworths.
Learn more at www.clarityfirstprogram.com
(*) Numbers are based on 2023 client benchmarking results.