Īsāk sakot

vara bungas: 13 gadus strādājot civilajā sektorā vēl neesmu atmetis e-pasta vēstuļu rakstīšanu militārā telegrāfa stilā, ko ļoti augstu vērtēju un aicinu to apgūt visus.

Jāizsakās īsi, konkrēti un vēlams nepārprotami. Ja kāds būdams militārajā dienestā vēl joprojām par katru sīkumu raksta garus teikumu virknējumus, ņemiet vērā, ka tas nav atbalstāmais  armijas korporatīvais  stils.

1) BLUF princips – Bottom Line Up Front – vēstules galveno domu jāformulē īsi jau pirmajā teikumā.

2) Dažos gadījumos vēstuli  var īpaši marķēt

  • ACTION –  saņēmējam kaut ko ir jāizdara
  • SIGN – saņēmējam kaut ko ir jāparaksta
  • INFO vai FYI – zināšanai
  • DECISION – saņēmējam par kaut ko ir jāizlemj
  • REQUEST – saņēmējam kaut ko  jāatļauj sūtītājam
  • COORD – saņēmējam kaut ko jāsakoordinē ar sūtītāju

3) ja jums rūp ziņojuma iedarbība/efektivitāte  – rakstiet īsi un  taupīgi. Psihologi atzīst, ka šāda informācija iedarbojas labāk kā garie skaidrojumi.

4) Attiecībā uz saturu ieteicams pieturēties pie šādiem pamatprincipiem:

“[..] Maintain professionalism and executive presence in your messages. No sardonic humor. Irony sounds different when read aloud by a congressional investigator than how you heard it in your mind. Too many people—including government officials and captains of industry—do not ask themselves, apparently, “If made public, would this message or photo ruin my life?” The recipient of compromising messages has a weapon of almost total control over the sender.

Speak only for yourself. Years ago, during an operation, my fellow headquarters staffer was unhappy with General Order Number 1. So, he wrote a proposed change in policy in the form of an order for the commander to sign, complete with the general’s signature block, and emailed it to a long distribution list with the subject line “This is what the general should do.” It was immediately read and forwarded to others as an actual change in policy. Confusion ensued, and the staffer was disciplined.

Know who is your recipient. A request for information from an unknown person is not an order to reply. Find out who it is, and if you are authorized to respond. Don’t be intimidated by titles or ranks, except your boss’s.

Don’t forward long strings because there may be dynamite concealed within. One of my headquarters staffers was planning a social event and asked another staffer via email if we should invite that old coot retired General X? The email went from person to person until the entire message string went to General X, who testily answered that the old coot would attend.

Protect the privacy and trust of others. When acknowledging or forwarding, delete any part of the original message that is unnecessary, especially sensitive information, even if responding to its sender. Delete addresses included in strings and use Bcc for group distribution if the distribution list is not germane to the process.

The more emotional the message, the slower should be its medium. Long emails written by angry or tired or hurried senders have ended or injured careers. Not even Shakespeare is uniformly interpreted by everyone, so don’t trust your own writing talent to accurately convey your message. Stick to only data and use short declarative sentences. Offer no opinions unless your “so what” is expected, because unsolicited opinions may be confused with fact. Have someone give your important messages a “sanity check” and delay sending as long as possible. No rank is too high to not be “smoked” by some authority for blasting out poorly crafted or compromising messages.

Messages to superiors should be short and rare if to be taken seriously. Message strings forwarded to the boss must start with a BLUF (Bottom Line Up Front) that summarizes the content and why it is important to the boss. Beetle Baily’s General Halftrack tosses Lt. Fuzz’s many long unsolicited reports in the trash upon arrival. The comedy is in readers’ common knowledge that busy executives ignore frequent, pointless, and dense messages from nimrods.

Be a professional and avoid “own goals.” Don’t cocoon inside your cubicle with your computer and think that information passed along is your only product. Make things happen. Get out of your chair and engage face to face, or pick up your phone. [..]”




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