Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, October 15, 1995 TAG: 9510130027
SECTION: BUSINESS PAGE: F-3 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Adrienne Bloss, assistant professor of computer science at Roanoke College, finds "it's not unusual for people to treat e-mail lightly. Because it's not on paper, people treat it informally." She suggests remembering that "e-mail has a wide audience. We probably should be as careful with e-mail as we are with paper." Messages to your intended audience also may find their way to unintended readers.
The early novelty of e-mail has worn off. The newness of e-mail caused many to overlook spelling and grammar errors. With the novelty gone, old standards of professionalism are returning.
As Bloss suggests, treat e-mail with the same care you treat letters and memos. Proofread carefully. Only when you're satisfied that your message is letter perfect should you hit the send key.
Bloss notes that some e-mail software does include spell-checkers. Talk with your supervisor about investigating such software. As the problem becomes more noticeable, more e-mail software packages will include spell and grammar review capabilities. In the meantime, spend the time necessary to improve your electronic communication.
Q: After giving notice I was leaving for another position, my boss began treating me differently and making comments about "how excited" he was about my replacement. Was he trying to tell me I was a poor employee? If so, why not be direct?
A: He wasn't saying you've been a weak performer; he was revealing that he lacks emotional maturity. When an employee leaves, there may be resentment or even grieving. How these emotions are handled is telling.
Some individuals interpret leaving as a message that the organization doesn't measure up. Because you're leaving, they may assume you're implying a negative message. Hence, the resentment.
Additionally, some find it difficult to handle separations or make changes. Rather than recognize feelings akin to grief over the "loss" of a co-worker, they may change their feelings about an exiting employee. Minimizing your importance or newly disliking you means there's no loss to confront.
In either case, your boss demonstrated passive-aggressive behavior. The appropriate response would have been to confront him. Since that opportunity has passed, work to benefit from this experience.
Practice phrasing assertive responses that you'll use in the future. For example, "I've enjoyed working here. I feel sad when I hear you say how happy you are to be working with my replacement. I'd feel better if you'd wait until I'm gone to say those things."
Passive-aggressive behavior is a strong weapon, but it's often defused with simple assertiveness. And, even if assertiveness doesn't work you'll feel better making your feelings known.
Q: My work calls for my secretary to maintain my calendar - and for me to take a calendar with me whenever I'm out of the office. The result is double-schedule meetings and missed appointments. This can't continue.
A: Missing appointments and double-scheduling are professionally embarrassing. Rather than being impressed with someone's "busy-ness," we see calendar-troubled people as less than fully professional.
Working with two master calendars is a contradiction. Establish one master calendar and cooperate with your secretary in its use. Strategize with your secretary on a solution workable for both of you.
Several solutions are possible. If you're on a computer network, install a calendar program or use the calendar tool that comes with many software packages. Your secretary maintains control of the calendar; you can access it when making appointments. Print a hard copy when you plan to attend a meeting; note new meeting dates on the hard copy and give it to your secretary when you return. The new dates can be immediately added to the master.
If you're working with a paper calendar, have your secretary make photocopies of the pages you'll most likely need for your out-of-the office meetings. Note additions and give these to your secretary upon your return. Take the calendar home with you at night and on week-ends to simplify your personal planning.
Recognize that a solution means giving up feelings of personal control; however, the professional benefits make that shift worthwhile.
by CNB