![]() (Of course, I get lots of emails that don’t get this kind of response time, especially emails from people I don’t know trying to sell me something.) I want them to know that they matter and I value their time. Why? Because I am thinking about the person on the other end that sent me that email or calendar invite. Usually, I respond in less than an hour, but almost always same day. My Response Time Goal: One Business DayĪs far as email, my goal is to always respond to emails within one business day. What has come up a lot lately in conversations with clients and friends is the topic of timely responses to email and calendar invites. This week, it’s time for another Brain Food video. Hello friends! This is going live on Halloween, so Happy Halloween! I did my final workout to complete “Hell Week” at Orange Theory this morning. In doing so, we increase the trust, respect and rapport between us and our team members, and we fuel our teams and company with positive energy.Watch this video on YouTube | Subscribe to the Blue Gurus YouTube channel Let’s make this a critically important principle of our leadership. The successful leaders have control of their attention and are responsive and timely. Some senior executives are very responsive, some much less so. I write this thinking about the clients and companies I am privileged to work with. Let’s realize the importance of our timeliness, responsiveness and attention if we are to be helpful and respectful to our people (and not frustrate them). There are resources to help us, e.g., helpful articles, books, coaches. Our timely response is important and will be appreciated. For example, if we receive a request and we’re totally swamped, we can respond immediately, briefly explain, and ask if we can get back this afternoon, tomorrow or whenever we can be available. It’s also the little things that can go a long way to communicate our respect for the other. Our people need to be as high a priority as our external clients if we are to have a healthy company with energetic, enthusiastic and engaged team members and consistently earn the results we desire. It’s our people who serve our clients and who produce our results. We need to do the same with our internal clients. We all make time for our external clients. It surely means less time in meetings and being captured by our smart phones and computers. We each need a customized plan to manage our time and attention. We must determine how to manage our schedule and time so we are available to our people.Įach of us has different circumstances and levels of support. There is no magic bullet, though there are steps we can actively take. The health and greater success of our companies do truly depend upon our effectiveness as communicators.Īs leaders, we must make the time to be responsive in a timely manner. I just don’t have the time.” We can no longer afford to make these excuses. When I discuss timeliness and responsiveness with senior managers, they invariably say, “I know, I’m just so busy. When everyone is on board, with mutual trust and respect, initiatives run more smoothly and all work gets done better. This trust for the home office is critical for maintaining a true team. When people in the field know that the leaders in the home office truly listen, respond and process their ideas, input and concerns, trust is built. Prompt responsiveness to the field offices is particularly important. She, like others who reach out to senior managers, only do so when it is something they believe to be important, and thus need a prompt reply for the betterment of the team or company. Recently, one very talented, dedicated, up and coming vice president shared her concern that she does not believe the senior managers of her company like her or value her contributions as they seldom get right back to her voice messages or emails. Trust and rapport diminish and ultimately communication declines and opportunities for growth and innovation are missed. Though this is not our intent, we need to be aware that when we do not get right back to our people when they email or call, they feel disrespected. His listening to my ideas seems like a bother to him.” “He does not seem to care what I think, as he does not listen to me, or when he does he seems to be merely going the motion of listening, but I can tell he’s not fully present, or does not have an open mind. Does he think what I do is not important?” ![]() “I do not feel appreciated or valued as he does not return my calls or emails, or when he does it is days or weeks later. “We have to follow up, often repeatedly.” ![]() “Our senior leaders seldom respond to us. In my leadership consulting and coaching work, I speak with literally several hundreds of business people every year and I am compelled to write about a very important theme, as I hear it repeatedly. Timeliness is best in all matters, Hesiod ![]()
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