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How to Avoid Email Bankruptcy: 5 Rules That Work

How to Avoid Email Bankruptcy: 5 Rules That Work
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    The Washington Post recently had an article on email bankruptcy that discussed a number of people who are giving up on email (or just deleting all their old messages) after being buried under the pile of messages. Merlin Mann responded by saying that even bankruptcy isn’t enough to save him:

    A one-time erasure of communication debt would give temporary relief, but the basic challenge remains; the net number of requests for my attention exceed my ability to provide that attention by at least an order of magnitude. And the disparity around my ability to thoughtfully respond to my pile may be ten or more times worse still. The scale is insanely out of whack.

    If you’re one of those people who is drowning in deluge of email, you have options. You don’t need to go as far as declaring email bankruptcy — and declaring yourself incompetent in dealing with the world of technology and business today.

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    We’re going to look at an approach that applies rules to your email processing to help you get out from under the pile, and to help you stay out, no matter how many messages you get a day. But first, let’s look at three principles that will guide us in this approach:


    Principle 1: You don’t need to respond to every email. If you get more than 50 a day (or even hundreds), you can’t possibly.

    Principle 2: Prioritize. If you can’t respond to every email, you must realize that you’ll have to prioritize in order to respond to the important ones. The rest will have to be prioritized too, and the lowest priority will just be given a glance.

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    Principle 3: You can’t do email all day. Admit this to yourself. You have other things to do, more important than email. So only do it at certain times of the day. One of the problems noted in the Post article is that people no longer feel like they’re done working for the day. Well, the only way to feel done for the day is to set a time limit, and when the limit is reached, you’re done. The rest you’ll have to get to tomorrow. Even in the rest of our work lives, we never finish every single task on our to-do list. We work until the 5 o’clock whistle blows, and we go home.

    Using those principles, let’s look at a system of rules to help deal with massive amounts of email:

    Rule 1: Separate the wheat from the chaff. We all know that there are certain emails that must be dealt with today, and others that can languish in a folder for a week and it wouldn’t kill us. So let’s set up some filters to deal with them (I’m using Gmail as an example, but most mail programs have similar filters or rules):

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    • Important. Create a filter with all of your important contacts (coworkers, colleagues, advertisers, business associates, mom, etc.) in the “from” field. Label these “important”. You could also have a keyword, such as “batgirl”, that you put in your filter for the “important” label. Then put that keyword in your signature, and anyone who responds to one of your emails gets labeled “important”. These will remain in your inbox, and you can check them 2-3 times a day.
    • Reports. This will vary from person to person, but I have a lot of “information” type emails that are not urgent but that I don’t want clogging up my inbox. Create a filter with the email addresses of all these types of emails (amazon.com, your blog stats services, your calendar notices, etc.) and label these “reports” and have them automatically archived. Now these won’t be in your inbox. You can check these once a day.
    • Others. This is all the rest. Create a filter with “important” and “reports” in the “doesn’t have” field, and have these emails labeled “other” and automatically archived. This will prevent your emails with the “important” or “reports” labels from being put into this “others” folder. Now your inbox should only have the “important” emails in it.

    Rule 2: All old emails go into “others“. This is the only way to get your inbox clear in the beginning — after this point, you’ll keep it clear. Even if you have emails from your important contacts, you need to get your head above water. Dump them all in the “others” folder and archive them out of your inbox. Your inbox should now be empty. Let’s keep it that way with the following rules.

    Rule 3: Set regular times to process email. You shouldn’t have your email notifier on all the time. Learn to hold yourself back from checking email 20 times a day. Do it in 2-3 sessions a day, at set times. Let’s say 10 a.m., 1 p.m. and 4 p.m., if you get a lot of email, or 11 a.m. and 4 p.m. if you don’t. Even better: only once a day. Whenever you feel the pull to check email, stop yourself. Take a deep breath. Now get back to the task at hand.

    Rule 4: Scan through “others” and prioritize. The Others emails is really what makes you feel overwhelmed. Most of us can deal with the Important emails just fine, and scan through the Reports emails. But for the Others, we feel that we should be responding to them all, or we are incompetent or that people will feel we’re arrogant. Well, we need to own up to the fact that we cannot respond to them all (Principle 1). We have to live with the fact that some people are going to think we’re arrogant. Here’s how to deal with Others:

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    • Scan. In your first email processing session of the day, quickly go through the Others emails, and decide if they should be deleted or responded to. In Gmail, I do this quickly by using the keyboard shortcuts: “#” to delete, “y” to archive, “o” to open. So I go through each email, read it, and either delete it or mark it for a response.
    • Prioritize. Which ones do your mark for a response? The ones that will have the most benefit for you. Sometimes an email could lead to a job offer, or advertising, or a collaboration that could pay off big time. Those are the ones you need to respond to. Sometimes it’s just a really interesting email that you’d like to respond to. If that’s the case, go ahead an mark it. But for many, you will simply have to read them and move on.
    • Canned response. If you feel you need to respond to most emails, you can set up a few canned responses using a text expansion program such as AutoHotKey. I would recommend you set up 5-10 different canned responses, instead of just one. One response to thank them for their positive feedback, another to turn down a request, etc. If you notice you give the same response a lot, enter it in AHK and set up a key combination. Then, by pressing just a few keys, you can have your canned responses out in a hurry, perhaps customizing them with a few personal words.
    • Mark for later. The ones that you decide are a higher priority, that need to be responded to, you should label “Respond”, and remove the “Others” label. This just takes a second. Then move on. Then in your later email processing session, go through the “Respond” folder and do a quick response.

    Rule 5: Set a timer, process quickly, and be done. You should set a timer for 15-30 minutes (depending on the volume of your email), so that you don’t end up doing it for more than an hour. Remember, when you’re done with your email session, you’re done. You can breathe easy and get to the rest tomorrow. Here’s how to process quickly and empty your inbox:

    • Process the important emails (the ones in your inbox) first, to empty. Respond quickly, or delete, or forward, or archive (for later reference), or write down any tasks that need to be done later on your to-do list. Don’t ever read an email and then leave it sitting in your inbox. If an email requires a longer response than you can do right now, mark it “Respond” and get to it later.
    • Scan through Reports and Others. Most of the Reports and Others emails don’t need a response or action. Just read them and either delete, forward or archive. Mark the ones that need a response “Respond” and get to it later.
    • Respond. Once you’ve gone through the Important emails in the Inbox, and scanned and marked the Reports and Others, all you should have left is Respond. For these, you might not get done today. That’s OK. Do as many as you can, quickly, and leave the rest for tomorrow. There’s no need to empty this folder. When the timer goes off, get out and be done.
    • Keyboard shortcuts. You really should memorize the important shortcuts. For Gmail, they are “r” for reply, “f” for forward, “#” for delete, “y” for archive, “o” for open. And really, those are the only actions you need. Once you get good with the keyboard shortcuts, processing should be a breeze.

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    Leo Babauta

    Founder of Zen Habits and expert in habits building and goals achieving.

    The Gentle Art of Saying No for a Less Stressful Life How to Find Your Passion and Live a Fulfilling Life 67 Ideas to Simplify Your Life and Feel Better Today What to Do in Free Time? 20 Productive Ways to Use the Time Simple Productivity: 10 Ways to Do More by Focusing on the Essentials

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    Last Updated on February 11, 2021

    Easily Misunderstood by Others? 6 Barriers You Should Overcome to Make Communication Less Frustrating

    Easily Misunderstood by Others? 6 Barriers You Should Overcome to Make Communication Less Frustrating

    How often have you said something simple, only to have the person who you said this to misunderstand it or twist the meaning completely around? Nodding your head in affirmative? Then this means that you are being unclear in your communication.

    Communication should be simple, right? It’s all about two people or more talking and explaining something to the other. The problem lies in the talking itself, somehow we end up being unclear, and our words, attitude or even the way of talking becomes a barrier in communication, most of the times unknowingly. We give you six common barriers to communication, and how to get past them; for you to actually say what you mean, and or the other person to understand it as well…

    The 6 Walls You Need to Break Down to Make Communication Effective

    Think about it this way, a simple phrase like “what do you mean” can be said in many different ways and each different way would end up “communicating” something else entirely. Scream it at the other person, and the perception would be anger. Whisper this is someone’s ear and others may take it as if you were plotting something. Say it in another language, and no one gets what you mean at all, if they don’t speak it… This is what we mean when we say that talking or saying something that’s clear in your head, many not mean that you have successfully communicated it across to your intended audience – thus what you say and how, where and why you said it – at times become barriers to communication.[1]

    Perceptual Barrier

    The moment you say something in a confrontational, sarcastic, angry or emotional tone, you have set up perceptual barriers to communication. The other person or people to whom you are trying to communicate your point get the message that you are disinterested in what you are saying and sort of turn a deaf ear. In effect, you are yelling your point across to person who might as well be deaf![2]

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    The problem: When you have a tone that’s not particularly positive, a body language that denotes your own disinterest in the situation and let your own stereotypes and misgivings enter the conversation via the way you talk and gesture, the other person perceives what you saying an entirely different manner than say if you said the same while smiling and catching their gaze.

    The solution: Start the conversation on a positive note, and don’t let what you think color your tone, gestures of body language. Maintain eye contact with your audience, and smile openly and wholeheartedly…

    Attitudinal Barrier

    Some people, if you would excuse the language, are simply badass and in general are unable to form relationships or even a common point of communication with others, due to their habit of thinking to highly or too lowly of them. They basically have an attitude problem – since they hold themselves in high esteem, they are unable to form genuine lines of communication with anyone. The same is true if they think too little of themselves as well.[3]

    The problem: If anyone at work, or even in your family, tends to roam around with a superior air – anything they say is likely to be taken by you and the others with a pinch, or even a bag of salt. Simply because whenever they talk, the first thing to come out of it is their condescending attitude. And in case there’s someone with an inferiority complex, their incessant self-pity forms barriers to communication.

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    The solution: Use simple words and an encouraging smile to communicate effectively – and stick to constructive criticism, and not criticism because you are a perfectionist. If you see someone doing a good job, let them know, and disregard the thought that you could have done it better. It’s their job so measure them by industry standards and not your own.

    Language Barrier

    This is perhaps the commonest and the most inadvertent of barriers to communication. Using big words, too much of technical jargon or even using just the wrong language at the incorrect or inopportune time can lead to a loss or misinterpretation of communication. It may have sounded right in your head and to your ears as well, but if sounded gobbledygook to the others, the purpose is lost.

    The problem: Say you are trying to explain a process to the newbies and end up using every technical word and industry jargon that you knew – your communication has failed if the newbie understood zilch. You have to, without sounding patronizing, explain things to someone in the simplest language they understand instead of the most complex that you do.

    The solution: Simplify things for the other person to understand you, and understand it well. Think about it this way: if you are trying to explain something scientific to a child, you tone it down to their thinking capacity, without “dumbing” anything down in the process.[4]

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    Emotional Barrier

    Sometimes, we hesitate in opening our mouths, for fear of putting our foot in it! Other times, our emotional state is so fragile that we keep it and our lips zipped tightly together lest we explode. This is the time that our emotions become barriers to communication.[5]

    The problem: Say you had a fight at home and are on a slow boil, muttering, in your head, about the injustice of it all. At this time, you have to give someone a dressing down over their work performance. You are likely to transfer at least part of your angst to the conversation then, and talk about unfairness in general, leaving the other person stymied about what you actually meant!

    The solution: Remove your emotions and feelings to a personal space, and talk to the other person as you normally would. Treat any phobias or fears that you have and nip them in the bud so that they don’t become a problem. And remember, no one is perfect.

    Cultural Barrier

    Sometimes, being in an ever-shrinking world means that inadvertently, rules can make cultures clash and cultural clashes can turn into barriers to communication. The idea is to make your point across without hurting anyone’s cultural or religious sentiments.

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    The problem: There are so many ways culture clashes can happen during communication and with cultural clashes; it’s not always about ethnicity. A non-smoker may have problems with smokers taking breaks; an older boss may have issues with younger staff using the Internet too much.

    The solution: Communicate only what is necessary to get the point across – and eave your personal sentiments or feelings out of it. Try to be accommodative of the other’s viewpoint, and in case you still need to work it out, do it one to one, to avoid making a spectacle of the other person’s beliefs.[6]

    Gender Barrier

    Finally, it’s about Men from Mars and Women from Venus. Sometimes, men don’t understand women and women don’t get men – and this gender gap throws barriers in communication. Women tend to take conflict to their graves, literally, while men can move on instantly. Women rely on intuition, men on logic – so inherently, gender becomes a big block in successful communication.[7]

    The problem: A male boss may inadvertently rub his female subordinates the wrong way with anti-feminism innuendoes, or even have problems with women taking too many family leaves. Similarly, women sometimes let their emotions get the better of them, something a male audience can’t relate to.

    The solution: Talk to people like people – don’t think or classify them into genders and then talk accordingly. Don’t make comments or innuendos that are gender biased – you don’t have to come across as an MCP or as a bra-burning feminist either. Keep gender out of it.

    And remember, the key to successful communication is simply being open, making eye contact and smiling intermittently. The battle is usually half won when you say what you mean in simple, straightforward words and keep your emotions out of it.

    Reference

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