Think before hitting reply to your next email

People today expect an instantaneous reply to any message. But you shouldn’t reply to everything right away. If you hit ‘send’ without fully thinking, you could start a cycle of miscommunication. Here are other options:

A nonresponse response: ‘Got your message.’ This serves as acknowledgment. Though it may aggravate someone in the midst of a negotiation or serious exchange.

An expectation-setter: ‘Got it. A lot on the plate today, I’ll get back to you tomorrow.’ This is often good middle ground. It’s an immediate response and resets the timetable.

A confident pause: Don’t respond. Really. Just don’t. Pausing for at least 24 hours is a pretty good rule of thumb. Not responding can often work to your advantage, so you and the sender can think.

(Adapted from Before You Respond to That Email, Pause, by Anthony K. Tjan)

Ask for a meeting with just about anyone

Everyone is busy. So if you’re asking someone you don’t know for a meeting, you have to think of your request like a venture-capital pitch. Answer the following questions: Why should he speak to you? How can you establish your credibility upfront? How will a face-to-face benefit her? When you want to score a meeting, don’t presume that the other person wants to connect with you — that fact needs to be established first. In your initial message, give her a good reason to meet with you, and start with a modest ask. Don’t ask to meet for lunch — aim smaller so it’s easier to say yes. If you have a mutual contact, have her introduce you. That makes it easier for the person to see you as a colleague rather than a stranger imposing on her time.

(Adapted from Score a Meeting With Just About Anyone, by Dorie Clark)

Make exercise part of your work routine

Regular exercise can produce countless benefits — from improved concentration and sharper memory to enhanced creativity and lower stress — all of which boost workplace performance. Yet many of us believe we don’t have the time. So instead of viewing exercise as something you do for yourself, consider physical activity as part of the work itself. Here are a few ways to incorporate more exercise into your routine:

Identify a physical activity you like. You’re more likely to stick with an activity if you enjoy doing it. If you’re not into treadmills, try tennis or swimming or dancing.

Invest in improving your performance. Don’t think of it as ‘getting some exercise.’ Focus on mastering an activity. Hire a coach, enroll in a class and buy the right clothing and equipment.

Become part of a group. Find an exercise regimen that involves other people. It can be more fun and keep you committed.

(Adapted from Regular Exercise Is Part of Your Job, by Ron Friedman)

Improve performance without reorganisation

More than half of CEOs reorganise their companies during their first two years on the job. For many, this reshuffling is a way to address breakdowns in execution and decision-making. Yet, most reorganisations don’t work as well as expected, and some even exacerbate the situation. Instead of changing your company structure, consider following one of these three steps to address the issues that commonly spur reorganisations:

Define decision-making roles. Breakdowns in decision-making can often be the product of confusing responsibilities. Simply clarifying who decides what and with whom can eliminate critical bottlenecks.

Improve information. Specify upfront what information is required to make a decision. Know what types of data will be most easily processed and digested.

Change the people. If these tips don’t improve workflow, it may be that you have a talent issue. Be sure you have the right people in the right roles, and bring in new talent if you must.

(Adapted from The Right Time to Re-Org, by Michael C. Mankins)

Bring out best in people

The brightest leaders don’t just rely on their own intelligence to succeed, but also use it to help their people shine as well. Here are three ways you can help your employees feel and act smarter:

Look for ideas everywhere. Don’t assume you know where all the new and creative ideas will emerge. Involve people on projects based on their ability to contribute, not based on their titles.

Encourage openness. Create a safe environment where your people know they can — and should — think, act and speak. Have a high tolerance for mistakes so people aren’t afraid to take risks.

(Adapted from Bringing Out the Best in Your People, by Liz Wiseman and Greg McKeown)

Published in Dawn, Economic & Business, December 22th , 2014