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The Best of Project Communication
A selection of professional insights from the Blog archive
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Since 2008 our project management professionals have been sharing knowledge,
experience and learning with online readers via the Project Manager Blog.
Their collective wisdom provides a wealth of how to, top tips and best practice advice,
for project managers, teams and businesses.
To make their writings more accessible we’ve created a series of “Best of” project
management topics available free to download and share.
Here is a collection of excerpts and insights from blog posts that discuss the importance
of communication for successful project management.
Enjoy!
Jason Westland CEO
ProjectManager.com
How to Manage Projects Effectively Using E-Mail ...................................................................................... 3
Get It In Writing! .......................................................................................................................................... 5
Why the Digital Prayer is Not in a Project Manager Job Description.......................................................... 7
7 Tips for Better Documents ..................................................................................................................... 10
How to Knock Your Project Management Meeting out of the Park ......................................................... 13
How to Run Team Meetings ...................................................................................................................... 16
5 Reasons to Let an Angry Email Simmer Down ....................................................................................... 17
Keep Everyone On The Same Page ............................................................................................................ 19
How to Deliver a Great Presentation ........................................................................................................ 19
How to Communicate on Projects ............................................................................................................ 19
Improving Your Project Communication ................................................................................................... 19
Creating A Project Document Library ........................................................................................................ 19
How to Manage Remote Teams ................................................................................................................ 19
30 Day Free Software Trial ........................................................................................................................ 20
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How to Manage Projects Effectively Using E-Mail
The following are some Pros and Cons of using email as well as some ideas on how to
manage projects effectively using email. Email has allowed us to:
Be Flexible with our Time – In order to transmit a message about your project
through email, you and the receiver of this message don’t have to be present at the
time of communication. There are many project managers who get their best work
done late at night or early in the morning. They can fire off the results of this work to
their team who will eventually get around to reading the message on the time
schedule that works for them.
Be Expansive in our Locations – Using email
has allows us to move outside of the four
walls that we were used to being confined
to in the workplace. It has become the
norm for teams to be distributed in
different offices, cities, states, and even
countries. It’s up to each project manager
to figure out how to manage projects
effectively in this new environment, and
email has certainly allowed this to happen.
Be Lightning Fast – “Did you get it yet? OK.
How about now? What! Not yet? What’s
taking so long?” ask the anxious project
manager on the other end of the line as he waits mere seconds for his document to
be delivered. There used to be a time when it would take days to get a document
from one place to another. Now it’s hard to imagine how to manage a project
without the instantaneous nature of email
Using email to manage a project is not all good all the time. There are definitely some
downsides to using email to manage your projects. For example:
E-mail May Not Get Read – Since the average corporate user sends and receives 112
emails a day, that means there are those that receive 25 emails and then there are
those that receive hundreds! This becomes unmanageable over time and there are
people that will just delete all the email in their inbox and start over. They reason
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that if it’s important enough for someone to get a response from them they will
resend an email or come see them in person.
E-mail May Be Misinterpreted – Sarcasm, humor, and other forms of communication
that work well face-to-face never seem to translate well in email. You have probably
received an email like that before where you couldn’t quite make out the tone, or
determine if the person was being serious, or if it was a poor attempt at a joke.
E-mail is Not Spontaneous – The real-time collaboration that is necessary to
successfully manage a project is remiss if you rely exclusively on email. It’s hard to
replace the spontaneity and bouncing of ideas off of each other that comes from
face-to-face or even over the phone conversations.
How to Effectively Manage Projects Using Email
Now that we know the pros and cons of this type of medium, there are a number of
things you can do if you want to know how to effectively manage projects using email.
The following are a few key points:
Get to the Point – There’s no need to write an encyclopedia when it comes to
putting your emails together. If you have to scroll down to read your email you have
gone WAY TOO FAR – by about 10 times! Keep your emails short, transactional, to
the point, and fact based. This will eliminate the confusion and misunderstandings
that occur from wordy emails.
Proofread Your Email – Once you’ve assembled your
brief email, the next thing you want to do is put
yourself in the recipient’s shoes and make sure it
makes sense to them. Read through your email not
only for grammatical errors and typos (which is still
important to catch, by the way) but also to make sure
your message is clearly understood and can be acted
upon.
Follow–Up – There’s nothing wrong with going to someone after you’ve sent your
email and asking if they had a chance to read what you sent. Remember the example
used above about the people that will do a wholesale delete of all their emails just to
keep their Inbox uncluttered. A good approach could be to stop by and see if they
have any questions about the email you just sent. This gives them the benefit of the
doubt that they’ve had a chance to read your email and you are giving them the
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opportunity to ask any questions that they may have. More often than not, they
won’t have read it yet but will take a quick look at it while you are standing there
with them.
Keep a Copy – There’s two motives for keeping copies of important emails. The first
is to serve as a reference to keep the project moving forward. The second is to be
able to pull the email out when something goes wrong and say “see…I told you so!”
That is not how to manage a project and we are not talking about the second
behavior. What we are talking about is keeping a copy of critical and important
emails for the purpose of making sure a project stays on track and important
decisions have been documented.
E-mail will be around for a long time to come and it’s important to know how to manage
a project using this medium.
Get It In Writing!
People use a lot of excuses to not get approvals when it comes to
project management. Everyone is busy, the project is moving too fast,
or people may feel you don’t trust them if you ask them to sign a
document. The following are reasons (not excuses) why obtaining
approvals and commitments in writing is important and some key
areas that need to be approved in writing.
Getting approvals and commitments in writing should be standard operating procedure
for project managers, even if it’s not for others. Why? Things come up. People get
distracted. They may lose track of dates they’ve committed to.
A written or digital commitment is a gentle reminder that meeting this date is still
critical to the success of the project. Keep their original email and reply to it when you
need a quick update on their progress. Don’t wait until the day before something is due
to follow up, however. Give someone enough time to get things back on track if it has
fallen off their radar. For approvals, getting it in writing is that necessary ground cover
that says you did the right thing in moving the project forward at that time. It’s your way
of making sure your t’s are crossed and i’s are dotted.
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The one exception is if you’ve been working with the same team for a long time and
there’s a proven track record of meeting commitments and backing up approvals. In
that case, you may not have to be as zealous in getting everything in writing. That’s up
to you. In Aunt Jemima’s case, I just wasn’t there yet. I had to get him to understand
that getting things in writing was just the way I ran my projects, because it just wasn’t a
date I’d be asking for.
Opportunities for Obtaining Approvals
We need to get more than dates approved in writing, in project management. For
example:
Approval of Documents – Approving key documents in a project lifecycle is very
important as these serve as the foundation for the entire direction of the project. These
documents include Statements of Work, Project Charters, Business Requirements
Documents, and Technical Design Documents. The challenge with getting approvals for
these types of documents (particularly Requirements and Design Documents) is that
they can be somewhat lengthy and involved. People may be hesitant to sign them, not
so much for what is IN them, but what may be left OUT of them. You just need to be
much more diligent about having
the right subject matter experts
intelligently approving
documents with technical
specifications.
Approval of a Phase – Another
key area for approvals in the
project management lifecycle is
when a project is ready to move
from one phase to the next.
Most projects are going to follow
some semblance of Initiation, Planning, Executing, Monitoring/Controlling, and Closing.
It’s important that each phase is approved for closing. This assures you that everything
in that phase is complete. The project will move smoothly into subsequent phases
without needing to go backwards or rework something.
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Approval to Move into a Production Environment – This is the most important approval
on a project for project managers that work in creating software. There is nothing more
thrilling, or stressful, than moving code into a production environment. It’s that moment
when you take a system operating without any issues and introduce new code into it.
You hold your breath and hope nothing breaks! The approvals typically required to
move into such a risky environment come from many sources. The best case scenario is
to get representatives from all departments responsible for touching the software to
sign off on a document. Then, VP or presidential approval is desirable, depending upon
the size of the organization.
Production approval should ALWAYS be in writing and there should NEVER be a reason
why you don’t get it from someone. If they refuse to sign, then the release does not get
moved into production. They need to express why they are uncomfortable in approving
this release and then the team (or they) take the steps necessary to get things right.
Approvals for Special Concessions – Another area that is important to get in writing is
approvals for special concessions. It may be that the Sales team offered something for
free or a heavily discounted fee. Or, an aggressive date was agreed to at a premium
price. These types of one-off agreements are important to have approved in writing
because people have a tendency to forget or skew the details during the throes of the
project.
Why the Digital Prayer is Not in a Project Manager Job
Description
The digital prayer is so commonplace that it
is turning into an acceptable way to work.
Every level of the organization, from
manager to VP, has succumbed to the illusion
that attending to digital communication
during meetings is a form of multi-tasking.
If there is a digital god, he would have us
believe you can get 3 or 4 things done at the
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same time. The reality is that you end up missing very important moments that you
should be paying attention to. This results in doing 3 or 4 things very poorly.
The following are a number of reasons why this type of behavior will not be introduced
in a project manager job description:
It’s Rude: First and foremost, it’s just plain RUDE, seriously rude. What are you
saying to someone who has prepared for weeks, traveled to your location, and
maybe even lost sleep when you ignore
them in favor of your portable device?
You’re telling them that what they have
to say is not nearly as important as the
snippets and sound bites of electronic
static in your hand. Put yourself in their
shoes and you’ll see how badly it feels.
You Miss Key Points: Another reason you
won’t find the digital prayer in any project manager job description is that you miss
key points. It’s hard to keep focused on the incessant scrolling of your email, tweets,
and other updates and pay attention to what is going on in the room at the same
time. Think of all the times people have come back and said, “I didn’t know anything
about that!” Really? You spent 20 minutes on it at the meeting just over a week ago!
They were so focused on their electronic device that they missed extremely valuable
information. What’s more, they most likely made poor or less than stellar decisions
as a result of their self-inflicted lack of knowledge.
It’s a Bad Example for Others: Rudeness and inattentiveness has a tendency to
propagate itself in others if left to its own devices. People observe others checking
email, stock quotes, websites, and whatever else they check during meetings and
feel they can do the same. This is especially true if they see a project manager or
senior level person exhibiting this behavior at a meeting.
It’s Not Professional: A project manager’s job description calls for professionalism.
Professionalism is marked by a high level of respect and interest in the other person.
Bowing your head to your digital god when someone else is talking to you hardly
comes across as professional.
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It’s Rude: Did we mention that it’s rude? Wait, we already mentioned that. Well, it
bears repeating. Checking your email and other digital distractions while someone
else is talking is just plain rude.
It has gotten so bad that people roam the hallways saying their digital prayers. They may
even be oblivious to the person they pass in the hallway, who happens to be the one
they need to connect with. Rather than connect in person, they choose to connect
virtually. What a waste of an opportunity for engaging and productive conversation!
Simple Ways to Show Respect in Meetings
There are options available to people who attend meetings yet can’t keep their hands
off their digital devices, and below are a few for your consideration:
Focus: Focusing on one thing at a time for the purpose of deeply understanding
something is a lost art. It’s worth picking up this discipline again. There used to be a
time when people came together to meet. They would talk with each other and
appreciate each other’s points of view, facial expressions and body language. Try
focusing at your next meeting. Check your digital device at the door. You’ll LOVE it.
Participate: A result of focusing on the conversation at hand is that you’ll be able to
participate in a meaningful way. Sure, people participate now with a cursory “uh-
huh”, “sure”, and “sounds good.” They have no idea what they just agreed to, but if
everyone else thinks it’s a good idea then they do too! We’re not talking about that
kind of participation. We’re talking about asking intelligent questions, providing
meaningful insight, and helping solve issues at hand. This is the reason you replied to
the project manager job description for your current position. Make sure to take
advantage of these opportunities.
Check Your Device Right Before and Immediately After: Try baby steps if you find it
hard to disconnect digitally. Most meetings are 30 minutes to an hour long. Check
your messages right before you go into the meeting and as soon as you get out. The
worst that can happen is that you miss 30 minutes of real-time activity while
engaged in real and meaningful conversation. It can be done!
Excuse Yourself: If you must reply to a text, email, or other notification during a
meeting then excuse yourself. Let everyone know that you must take care of this
important matter of business and that you’ll be back as soon as you can.
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Don’t get me wrong. I love technology as much as anyone. But, technology has its place.
Its place is to augment, complement and improve the business that ideally transpires
face-to-face. Technology can then be used to expedite and fulfill the promises that were
made in a very real exchange between people. So, keep the digital prayer out of the
project manager job description. People will appreciate the undivided attention you
have given them and provide you with the same respect in return!
7 Tips for Better Documents
Projects generate a lot of documentation. Even if you use online project management
software or collaboration tools, you will still end up creating documents for your
project. That’s not a bad thing – documents have a huge part to play in how organized
we are and also how you communicate status, problems and requirements to other
people.
Documents also enable us to get everyone on ‘the same page’ (literally!) about the
project scope, which can be invaluable. Writing things down makes them more real
somehow, and documents can serve that purpose.
Documentation can also be used to gain commitment. If people sign off or accept a
document, whether they do it via email, a collaboration tool or the old fashioned way by
actually signing the document with a pen, it shows that they have read it and are
committed to it.
Here are 7 tips for better project documents.
1. Use Version Control
There is nothing worse than spending a lot of time
reading a document only to find out that another
version has been issued since you got your hands on
that one. Everything you have read, and all the
comments you made, are potentially out of date.
Don’t let your project team members be frustrated in
this way. Add a version control number to the
document so that they will always know what the
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latest version is. They can compare the number of the document that they have with
the latest version and instantly check that they are working on the latest copy.
Many online project management and document repository tools will add version
control to a document for you, some even showing you what has changed since the last
version. If your project management software has this feature, use it! If not, include a
small table on the front page of the document that shows the latest version number.
2. Add Page Numbers
It’s better to encourage people to look at your project documents online. It saves paper,
which is better for the environment and for your budget! But there will always be
someone who prefers to print out a document, especially if it is long. Page numbers can
be a great help to them if they accidentally drop the document and it isn’t stapled
together, or someone messes up the order of the pages as they come out of the printer.
Page numbers also make it easier for you to talk to your team about specific parts of the
document. You can say: “As you can see from the scope section on page 12,” instead of
having to ask them to find the scope section, which is after the risk section but before
the part on milestones, no not that part about scope, the other bit…
3. Add a Footer
The page number is just one element of the document footer. Think about what else
you could include in the footer, which is the bar that appears at the bottom of every
page. Adding in the document name and file path is a good idea so that you and others
reading it can instantly see where it is stored. This can help if they need to find the latest
version. You can also include your name in the footer (or the name of the primary
document author). Finally, consider adding in the document version number.
4. Add a Header
A header is the text that appears at the top of every page. You can change what is
featured in the header so that on the front page of a document your header can include
different information to that on the other pages. For example, you might want to
include a logo on the front page, but not on any of the other pages.
You can include anything in the header. Some suggestions would be the project name,
the section of the document or the date. Make use of this space – it can help orientate
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people in the document so that if they walk away from it and then come back to it they
know what it is that is open on their screen.
5. Use Headings and Sub-Headings
Break up the text with headings and sub-
headings. Typically a heading is used for a
major division in the document, like a new
section, and sub-headings are used to break
up the text that appears after that. Many
software tools have built in heading styles so
you can use these. They also act as signposts
within the document so that readers know
where they have got to and what they are
reading about.
Headings and sub-headings break up large expanses of text so they can make
documents look less daunting. No one likes to be faced with page after page of dense
black squiggles. Headings allow you to structure your document so that it looks better
and includes some white space on every page.
6. Include a Date
When was your document written? It might not matter for some documents, but for
many, knowing how old it is can be the difference between acting on the content and
ignoring it. People are far more likely to take action when the document is new, or at
least new-ish. If they know that they are looking at a document that was written in 2007
they are unlikely to take it seriously, and that is a prompt to you to review your
paperwork!
Most project documents are written specifically for the project (even if you do use a
template – see point 7 below), but you may need to refer to standards or guidelines at a
corporate level and you can include the version or date of those as well.
7. Use Templates
Set up document templates for types of document that you produce regularly, such as
the project schedule, the project charter, change request forms, communications and
quality plans – in fact, any type of document for project management can start life as a
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template. Templates prevent you from having to write the document from scratch every
time so they can save you a lot of work.
Templates include things like the cover page, table of contents, all the relevant headings
and sub-headings for each section, a structure for version control and all the headers
and footers already populated. All you have to do is delete anything irrelevant and add
in new text.
You can’t get away from producing documents on projects, but following these steps
will help you produce better project documentation more easily.
How to Knock Your Project Management Meeting out of the
Park
Let’s first define the various types of meetings that you may be involved in as a project
manager.
Internal Kickoff Meeting – The internal
kickoff meeting is when you are getting
everyone on the project team on the
same page at the same time. This means
that there has been a tremendous
amount of work done up to this point,
including all the pre-sales meetings,
contract negotiations, initial scoping of
the project, and relationship building (if
it’s an external client). This is your chance to ensure everyone knows what the
objective of the project is, who’s responsible for which deliverable and answer any
questions that may come up.
Client Kickoff Meeting – This is similar to the internal kickoff meeting for the project
but is done with the client and possibly their team. Depending upon the
circumstances, the client will either come to your facility with a small team of their
people or you will go to their facility with a small team of your people. This is a
chance to solidify the working relationships, defining who will be working with
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whom, and answer any technical or business process questions that may arise at this
point in time.
Status Meetings – The meeting that we are most familiar with as project managers is
the regularly scheduled status meeting. This is where the current status of the
project is discussed with either the external or internal team separately, or,
collaboratively, depending upon the relationship with the client’s team. Getting your
meetings to this collaborative stage is the best case scenario as this means trust and
respect has been built up between both organizations.
Sales Support – Depending upon your level of technical knowledge about the
product you sell, you may be called into meetings in a Sales Support function. While
sometimes a bit outside of our comfort level as project managers, there’s nothing
wrong with going on a sales call every now and then to help out. The experience and
insight you bring from being on the front lines speaks volumes to a potential client
and this can build credibility for you and your organization. Typically, if a project
manager is brought along on a sales call to help present, it means that there is a
pretty good chance of closing the deal and they are just looking for some technical or
business clarification on how things will work in the real world. You may wonder,
then, what can be done to knock any of these project management meetings out of
the park so you can hear the crowd cheer.
4 Ways to Knock Your Project Management Meetings out of the
Park
Keep these points in mind the next time you
are tasked with putting a meeting together
and you want to make sure that it is the best
meeting it can be.
1. Put the Agenda Together Like a
Conversation – So many people will go into
a meeting with an agenda that is a hodge-
podge of willy-nilly topics that need to be
covered in a limited period of time. This
results in meetings that jump here and there
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and come across as terribly disjointed and awkward. The participants will leave feeling
confused, most likely exhausted, and possibly even a little agitated because you didn’t
get to what needed to be covered.
Rather, look at a meeting as a conversation with one person. If that person was the only
person in the meeting room, how would you talk to him or her? How would you start
the conversation? What would you talk about next? What would the pace of the
conversation be? Would you give the other person time to talk? Answering these
questions and then logically putting an agenda together that mirrors this conversation,
will give you a strong foundation to knock this project management meeting out of the
park!
2. Make the Presentation Complementary – How many presentations have you been
through that have bullet after bullet on the slide that you feel like you’ve been held
hostage by the presenter? To make it even worse, the presenter then takes it upon him
or herself to read bullet after bullet in an extremely monotone voice that just about
puts everyone to sleep.
Don’t do that! Your slides should complement and augment what you are SAYING. Use
graphics, use images, use other collateral you have at your disposal to make the slides
behind you come alive and fill in the pauses between your words. If you couple the
passion with which you are speaking about a particular topic along with the imagery
that elicits an emotional response, then you are on the way to hitting your project
management meeting out of the park.
3. Be Alive as a Presenter – This is an extension
of the point above in which imagery will bring
your presentation to life. This will only work if
you YOURSELF are alive, believe in the
importance of what you are presenting and
make sure this comes across to your audience.
You want to make sure everyone knows that
you know what you are talking about and
absolutely believe in the topic at hand. This is
what makes for memorable meetings.
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4. Be Flexible and Accommodating - One more thing you can do to ensure you knock
your project manager meeting out of the park is to be flexible and accommodating. I
don’t believe I have ever been to one meeting in my entire career that stayed 100% to
the agenda and didn’t stray a little bit here and there.
Remember, your agenda is based upon a
conversation. A conversation is going to slowly
unwind and expose itself before you. Yes, you can
make this conversation go down a certain path, but
there are things that will come up out of the blue that
need to be discussed.
Plan for this reality. Put some extra time in the
agenda that you know can be used for that purpose.
Don’t get unraveled and stressed out when
somebody wants to talk about something else for a few minutes. Roll with it. The group
will appreciate it and you will have a meeting that is that much more productive.
Now, we are not talking about someone that is maliciously hijacking a meeting to fulfill
their own agenda (that will be the topic of another post), but rather the occasional “I
just thought of something else” that comes up from time to time.
There’s a lot to putting an effective meeting together. But if you take the time focus on
the points above, you’ll find that people will cheer and high-five your project
management meetings, even if it is quietly in their own minds!
How to Run Team Meetings
Four great tips for improving how you run team meetings
http://youtu.be/xW0CjH95K3Q
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5 Reasons to Let an Angry Email Simmer Down
You should be mindful to not send off a reactionary email when in a highly charged
emotional state. Retaliating when you are frustrated or angry is counterproductive for a
number of reasons. For example:
You Will Say Things You Don’t Mean: In the heat of the moment you say things you
don’t mean. These types of emails have a tendency to lean toward absolutes, with
blanket statements such as “you never listen to me” or “you always act this way.”
These types of statements are generally not true and will only make a volatile
situation that much worse.
You Don’t Have Time to Re-read Your Email: When you write an email in a provoked
state you generally will not take the time to re-read it for accuracy, and more
importantly, tone. Even if you do re-read it, you will not be able to correctly discern
or be objective about the tone, since it will perfectly match how you feel at that
moment.
You Don’t Give Others
Time to Chime in:
Others were copied on
that same email, others
who may be aware of
the situation but are not
as emotionally or
personally invested.
Who knows, they may
be carefully crafting a
perfect reply to the
inaccuracy of the facts
themselves. The problem is that you’ll never know, because you fired yours off in
such a hurry that they never even had time to jump into the fray.
You Can Get into an Email War: There is nothing worse than getting pulled into an
email battle. You send your ‘mostly accurate’ reply back to David and cc: everyone.
He replies to everyone with ‘clarifications’ of your points. You see that he mis-states
something else and feel compelled to publicly correct him again. This exchange of
emails quickly grows to a 25+ long thread and is reminiscent of two kindergartners
antagonizing and hitting each other.
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You Lower Yourself to Their Level: We’ve all seen these unprofessional emails, or
have had the unfortunate experience of being thrown under the bus. Everyone
realizes that there is a professional and offline way to deal with it. It is unprofessional
to immediately fire back your response in hopes of tearing down and discrediting the
sender.
What You Should Do
The last thing you want to do when you receive an accusatory email is nothing. There
are a number of things that should happen immediately:
Let Your Manager Know You’re On Top of It: Your manager is undoubtedly in on the
email thread. Let them know you’re on top of the situation, that you have the real
facts, and what you are planning to do to address this with your colleague. This gives
your manager the information they need if damage control is needed on their end.
Talk to the Person that Sent the Email Directly: After meeting with your manager,
immediately go to your colleague and find out why he felt it was necessary to send
such an email. Refresh his memory with the facts, and with what he said. Ideally, he
should send everyone a follow-up email to clarify the facts of his first email. If not,
you can reply to the original email (if still needed) that you and your colleague just
talked and here’s the latest information.
Safeguard Your Reputation: The most effective thing you can do in this situation is to
safeguard your reputation by acting professionally. If people know what you stand
for, how you work, and your principles long before an email like this has been sent
out, they will immediately say to themselves, “I know that’s not true. He’s taking care
of this issue as we speak.”
Count to ten the next time you receive a flaming email and you’ll be glad you did.
There’s a professional and a not-so-professional way to deal with provocation in
communication. Choose to deal with it professionally—when you are in a rational and
calm state of mind—and you will continue to safeguard your reputation.
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Keep Everyone on the Same Page
Watch this short video to learn how to keep everyone in your team on the same page
http://youtu.be/ewSAmpuuTu4
How to Deliver a Great Presentation
Learn how to deliver a great presentation, by following these simple presentation tips
and techniques http://youtu.be/Jv18JGOk06o
How to Communicate on Projects
Learn how to communicate on projects more effectively by creating an indications plan
and managing your team http://youtu.be/KHEh8_r4LcI
Improving Your Project Communication
To succeed in your project, you need to be a clear communicator. Watch this video to
learn how http://youtu.be/1RqnvRYfNyQ
Creating a Project Document Library
Jennifer Whitt, Director of ProjectManager.com presents 5 great tips on why creating a
project document library is so important for a project manager
http://youtu.be/OCQS3iDDzcg
How to Manage Remote Teams
Watch this short video to learn how to manage remote teams
http://youtu.be/b3LhwPr7P4
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Here at ProjectManager.com we offer you all of the features you need to manage
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like access to further:-
project management tips
video tutorials
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