5 Quick Ways to get a Response to Emails

Why won’t you answer?

So many time’s we send emails praying to get a quick response. Far too often that one reply necessary to move forward on our work doesn’t materialise. So, what are the secrets to getting that quick response? In this article we will try and shift the power back into your corner. Here are 5 Quick Ways to get a Response to Emails.

Social proof can be a catalyst for action.

We have heard from the rest of your team; we are just waiting for your department to confirm?

It is hard for someone to realise they are holding up a process, or worse, that others are watching them.

5 Quick Ways to get a Response to Emails

Too often we ask for things that are centred on our needs. We forget who we are asking, and how important they feel our needs are.

Take some time and consider who is receiving your plea for help. Do they really care? This can be one of the biggest reasons for someone not responding. The secret is to provide a reason why, try using the word because. ‘Hi John, just really need that final figure from the weekend’s results. Accounts are waiting to move forward.’ Psychologists from Harvard proved that 93% of people will respond when the word ‘because’ is used.

And then there is the implication of a friendship by using their name more than once.

Something that can stir anyone into action is to feel that they are helping a friend. ‘Hi John, need that report pretty urgently. John, if you can get it to me by close of play, I can really get some traction on this deal and help us both out.’ Most people like the idea of a close working relationship, so why not make it so?

The next point is also in the last statement to John. What’s-in-it-for-them.

Most people are focused on their own responsibilities, and few will find favour having requests that mean nothing to them, so try placing the request with a ‘what’s-in-it-for-them’. ‘Hi John, think I can help you save a bucket load of time. John, if you could send over the report today, we will catch the deadline and avoid two months of headaches for you.’ As long as there is accuracy in your statements, all will go well. Remember that trust is the most valuable commodity that you can exchange.

And finally, the opportunity to use that powerful sense of humour you are just busting a valve to show-off – throw in a frog.

John gets an email begging him for his help and you will be so grateful, you will chuck in a pet frog. Humour can be the best medicine, and once the net is cast, can be utilised to further build the relationship. The requests may never end. ‘Where’s my pet frog you promised me a couple of weeks ago?

At the end of the day, some emails are simply not worth responding too, but these 5 quick ways to get a response to emails will help yours get answered, fast.

LEADERSHIP DEVELOPMENT: 5 Practices of Exemplary Leadership

Kouzes’ 5 Practices of Exemplary Leadership

James Kouzes’ leadership model has been rigorously researched and tested for its effectiveness. He finds that leaders who exhibit certain skills perform better. Let us have a look at leadership development and the 5 practices of exemplary leadership.

LEADERSHIP DEVELOPMENT: 5 Practices of Exemplary Leadership
LEADERSHIP DEVELOPMENT: 5 Practices of Exemplary Leadership
Model the Way

Effective leaders must first know what their personal values are and communicate these values to the group. Their behaviour needs to exemplify how they want their employees to act.

If the leader has communicated these values and his or her own behaviour is consistent with those values, it is then easier to confront employees whose behaviour is not consistent.

Inspire a Shared Vision

A leader will create a compelling vision for the future of their organisation, something that gives people meaning to their work. They will involve people in the process of creating the vision so it is a shared goal and describe it so that others can visualise the results.

Generate enthusiasm about the goal and use this to energise and motivate your employees.
Challenge the Process

Innovation and change are essential parts of leadership. Leaders need to:

  • constantly be on the lookout for new ideas and ways to improve.
  • examine internal processes and the standard operating procedures and ask, “why do we do this?”
  • personally visit all parts of their organisation and closely observe the way things are done to look for new ideas.
  • look outside their organisation for new ideas and they need to ask questions and seek out advice.
Enable Others to Act

Leaders cannot achieve their vision without the help of members of their organisation. If leaders empower their employees by sharing necessary information, including them in the decision-making process and allowing employees to make decisions, their staff will increase their commitment to the shared goals.

If failures and mistakes are treated as learning experiences, and if the leader is motivated by meeting the needs of staff rather than his or her own needs, this builds trust and gives staff the confidence they need to take the initiative.

Encourage the Heart

It is important for employees to feel valued, both for their abilities and their contributions. When leaders express appreciation for their staff, the appreciation must be authentic and sincere.

Encouraging the heart involves addressing the human needs of employees by creating a sense of community and making work fun.

Impact on Employees

Perhaps most importantly, Kouzes suggests that if employees believe leaders follow through on their promises and commitments, the employees are much more likely to trust the leader.

Leaders versus Managers

One word that has been missing from this article so far is the word ‘Manager’. Is a leader always a manager? Let us examine the differences. A leader may be a manager but doesn’t have to be. A leader always inspires others while some managers don’t inspire anyone. Someone who is a leader often has innovation at heart. However, very often, managers will focus on rational decision-making and control. Natural leaders may not be concerned with preserving existing structures, the way many managers are. Often, leaders operate autonomously and don’t necessarily slot into a chain of command. Managers may be more concerned with interpersonal issues while leaders may be less so.