It’s counter-intuitive (because who wants to hear how they messed up in detail?), but in actuality, it shows that you have a high opinion of them. You should mention something that’s actually beneficial, and you shouldn’t lavish praise so extensively that the rest of your message totally blindsides the recipient.īody of The Email: Walk Through Changes (and Results)īelieve it or not: People appreciate knowing why you chose to do things differently. Of course, it’s important to keep this comment honest. Or, you might tell a colleague that they did a great job addressing the client’s main concern. Try, I can see where would lead to For example, you might tell a direct report that you can see how the strategy they implemented would help the team operate better. So, while you don’t want to beat around the bush, it’s important to take the time to point to one strength of the other person’s work. No one wants to feel like an idiot (or like you think they’re stupid). It’s as easy as: Thanks so much for your on this. You don’t want to dive right into what they did wrong without acknowledging the time they spent on whatever they sent over. If applicable, it’s nice to note the other person’s efforts. That’s why a line like How was your weekend? or I hope this note finds you well, as superfluous as it may seem, helps kick things off on the right note. ![]() If someone walked up to you and dove right into their point, you’d be put off. ![]() When you’re writing the opening line (after the salutation, that is), it can be helpful to imagine it’s a conversation. I credit a formula I use that makes harsh emails come off as kind and helpful as possible. And even though I’ve done it hundreds of time, I still get a little pit in my stomach when I’m writing that someone’s work needs a lot of changes.īut people often respond much more positively than I would’ve imagined. That said, when the most benign notes can be misinterpreted, the stakes are even higher when you have something critical to say.Īs someone who works remotely-I’m constantly emailing people with feedback. You need to share feedback with someone in a different office, or disagree with a stakeholder, or tell someone they messed up-and setting up a call or in-person meeting would be an overreaction (and risk making the situation an even bigger deal).
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