The planning team of a large institution often work on large collaborative projects. This often requires input from all members. They had been in the habit of sending emails to all members of the team for input and contributions. In a training session someone said: ‘I feel I let the team down when I'm slow to contribute to these group email discussions.'

My answer wasn't what she expected. It was: ‘Do you need to have this kind of dialogue by email? Is there a better way?'

It wasn't about being more disciplined and replying faster - wrong answer, wrong use. As they considered when they need group input, they realised that a quick 15 minute ‘sofa time' would be far more efficient. They could springboard off each other's ideas instead of pouring over multiple keyboards for ages, searching for the right words, thinking in isolation, only to find that someone else's ideas negated their carefully scripted response.

It didn't need a formal meeting, which they wanted to avoid, but a quick short heads-up with whoever was around. The relief lit up their faces as they realised there was such an easy alternative.

Another example of wrong use
A new office initially had no walls - all open plan, with about twenty people working together. Once chest-high partitions were put in place the use of phone and email to talk to each other went up, even though people were sitting a few paces away.

The CEO nipped it in the bud. Result: the frequency of internal mail was stabilised at a sensible level instead of becoming the monster many organisations struggle with.

Do an audit on your internal email use: is it overused?

[This is one of many tips I'm collating for the next 'About Time' book. The first one, 'About Time - 120 Tips for Those with No Time' is one of my most popular titles, and great for those who don't have time to read a book, but want the help.]