THINK BEFORE YOU SEND THAT EMAIL IN CAPS...

CAPS IN AN EMAIL TO STAFF...REALLY?!?!?!?!?!?!

Imagine this scenario...

You come into the office and immediately there is an email from your boss and everything in the message is in "CAPITAL LETTERS".  Of course, the first thoughts that come to mind are the tasks that you may or may not have completed, the conversations had during meetings or in private confidence, the after-hours conversations that you may or may not have had with colleagues, etc. How about the talks with loved ones or significant others concerning the current work climate situation?   How about the fact that your boss, manager, supervisor or organizational leader does not know proper etiquette in sending emails?  Whatever it is, there is an automatic consideration for the fact that the boss may just be in a mindset.  All of that could be troubling all the same, as you finish reading the email with its exclamation point at the end. 

 

Some questions arise as organizations are faced with the fact that the leader sending the email is on his/her proverbial "high horse" as a total opposite position would be to take care and consideration about sending the email.  However, there could be a disturbing trend brewing.  

In the Harvard Business Review article by Dacher Keltner, "Don't Let Power Corrupt You", the idea that a friendly co-worker turning into the maniac boss is discussed.  Whether it happens in corporate, public or private organizations, there is what Keltner describes as a "power paradox";  those who "run the show" are the culprits in negative behavioral traits that challenge the entire group structure.  Basically, those who are in charge take the notion of entitlement literally, reducing the amount of empathy, openness, collaboration and teamwork.  In studies by University of California scientists, it was discover that there is a correlation between levels of power and a loss of virtues.  As a leader of groups and organizations, what must a person do to not become a victim of their own leadership devices?

*Reflect and become more self-aware.  As leaders are forced to make strategic and spot decisions for many groups of people, the goal should be to couple tasks with always going back to the primary mission/vision of the organization.  Whatever the goals of the organization, the whole should be greater than the sum of its parts. 

*Realize that although the leader may be sitting in the chair today, someone could well be sitting in the same chair tomorrow.  There needs to be a recognition that although the position afforded does come with the ability to make decisions, that those decisions will affect the lives of many others.  Just like a stone thrown in a pond, the actions of leadership have rippling effects for all.

*Rationalize the tasks at hand as parts of an entire mission/goal purpose.  The engagement of all staff in the process of achievement should be the goal.  In many ways, task oriented leadership has to take a back seat to the benefits that come from aspiration. 

Take a hint...don't send CAPS in an email to staff...NOT GOOD!

TPP...out.