Emails… it’s time for a revolution!

Emails. Urggh, dontcha just love ‘em?

My particular favourite was the Sunday 9.35pm one from the boss. You know, the one setting out an entirely different approach to the event you had organised for the next day.

The problem is, thanks to email, you’re never really off-duty. Hands up, who’s checked their work emails while on a Spanish beach holiday or logged in after hours when you’re supposed to be switched off from work?

Unfortunately, emails aren’t going away anytime soon. But maybe, just maybe, we can make them a little less all-encompassing, a little more friendly and courteous, and even, perhaps, reduce the number we get every day.

As per my last email

Of course, we’ve all seen bad email examples chocked full of passive-aggressive work-induced tension.

Here’s a quick translation guide:

As per my last email – why haven’t you read my original email yet or completed the task it set out for you? I sent it this morning, for heaven’s sake!

I’m not sure you saw my last email – let’s face it, the sender knows you got it. It’s another little polite, not very polite, nudge.

Sorry for emailing you again – ah, the classic sorry, not sorry line.

As previously stated – it might as well be, “I’m writing this again because you are clearly ignoring me.”

I’m reattaching the document again – you haven’t opened it or remember anything about this topic, do you?

We still think of email as an instant two-way conversation, too, even though we have chat functions on Teams or WhatsApp and other work social channels for that now.

Perhaps it’s time for a revolution. A demand for emails to return to doing what the humble old fax used to do – sending essential documents rather than giving us 100-email-long conversation threads that are impossible to follow.

Even with the trusty old out-of-office response on, the emails keep flooding in. Makes that Monday morning back at work after your fortnight in the Dordogne such a delight, wading through what’s relevant to you and what’s not.

And what’s the CC function really all about? Is this an action for you, or has the sender just CCed in your boss to embarrass you?

Signing off right

What about signoffs?

Yours sincerely is a bit 1955.

Many thanks? What if they haven’t done anything yet?

Speak soon? Are we speaking soon? Should I consult my calendar?

Love ya. Aw, that’s nice, but perhaps not quite suitable for the workplace!

Kind regards, again, it’s not a letter from the 1950s.

An old colleague of mine always put an x at the end of his messages. I’ve adopted this practice, but not, as you might imagine, for more formal emails. Is that too much? Maybe I need to ask my colleagues and find out!

Email etiquette tips

Our Internal Comms Director Carly Murray put the email etiquette question to her LinkedIn followers, who thankfully shared some excellent tips. Here’s what we heard back.

  • Think… does what you’re sending need to be an email? Could it be a Teams message or a calendar reminder?
  • Use the To and CC boxes properly: @ the ‘To’ individuals on the elements directly linked to them to action/respond; clearly label who is CCed and why they need to be aware
  • In the subject line, clearly label whether it’s for action, for review, or awareness. If there is a specific deadline, put it in the subject (if close), higher up in the email or in bold
  • If you don’t need a response, flag this in the email
  • Keep it short and concise
  • Use bullet points to break text down
  • Use plain English (free checker hemingwayapp.com)
  • Avoid discussion conflict over email – pick up the phone for a conversation!
  • Be respectful of annual leave—if you can delay sending or keep a list instead, it can make returning to work much less painful!

Ant Fiorillo, Cultural Architect, Storyteller (and rather wonderfully), a Spreader of Smiles, said: “The point about avoiding discussion conflict is so valid! Nobody likes a keyboard warrior, and a phone call is always the quickest way to disarm them. I’d also add to avoiding unconscious passive aggressive openers and closers, too!

It’s a great point, Ant. Reading emails before sending them and removing anything that could be misconstrued as being a bit ‘aggy’ is a great place to start.

Sherry Fernandez, who improves employee experience through communication, shared her solutions: “Avoid BCCs, use bold keywords to highlight topics in an email, and keep it concise.”

We did some digging around, and we reckon the points below and the tips above will help us get out of email hell.

By the way, we’ve also seen stats that show that at least one-quarter of our work time is spent reading and writing emails. That’s a lot of time that could be freed up for more creative productivity!

  • Choose a clear and concise action-orientated subject line
  • Keep fonts simple with easy-to-read formatting
  • Keep an eye on punctuation. Capital letters are SHOUTY, and using too many exclamation marks can be misconstrued as being overexcited or even angry!!!! (see what we mean?)
  • Use appropriate signoffs and greetings – best regards and kind regards are for more formal use; a simple thanks or thanks in advance is a little friendlier.
  • Don’t overdo the humour – your recipient might not get the joke
  • Read your emails before sending them. Remember, they might be seen by other people
  • Keep the content short and concise
  • Do people really need to be CCed in?
  • and finally…

Decide whether you could talk to someone in person or over the phone instead of adding their groaning weight of emails.

We hope this helps, but of course, we can email this content to you if that’s easier!

Yours sincerely/many thanks/speak soon/love ya!

Listen up, people!  Listening can game-change your workplace culture.

Listen up, listen in, let me begin.

Here we go again, folks, yet more insight into the world of internal communications from song lyrics!

This time, it’s House of Pain (that’s not a French house made of bread by the way) who are providing the inspiration.

As delegates at our ninth Barn to Boardroom (the networking event for all IC pros) recently heard, listening up and listening in to their people (and getting leaders to do the same) as part of acknowledging peoples’ diverse voices can go a long way towards delivering a great working culture.

You can’t just nod along

But real listening one-to-one is not all that easy. It’s more involved than just nodding along. And how often have you made your feelings clear about something via a survey, only for it not to be even acknowledged by your organisation? Even if it was about the rise in yoghurt thefts from the staff kitchen, it would have been nice for someone to say, ‘we understand’, right?

As B2B 2024 delegates discovered, showing empathy and understanding while acknowledging your people’s views and acting on them is incredibly important to their morale, motivation and to your IC delivery success.

Thankfully, our brilliant B2B speakers were on hand to help our B2B’ers safely traverse the listening and leadership minefield…  so listen up!

Engaging with Viva Engage

As Amy Ellis, Head of Internal Communications at PHS Group, explained, having clear channels and offering your people every chance to talk and share how they are doing is a nailed-on way of demonstrating you care and you’re listening.

Of course, it’s not without its perils, and her leadership team was nervous about pressing ahead with her project to introduce Viva Engage into the business.

Listening to their worries and concerns and understanding their fears was crucial to getting their buy-in. One of their big fears was that they wouldn’t be interesting or have anything to say on the platform.

So, Amy and her team listened. She created a safe space, demoed Viva Engage with them, and explained how it would fit in at PHS.

She listened to PHS people and had data she could use to convince the leadership team that it was what people wanted and needed. She listened in to them 121, helping them overcome individual fears and embarrassments.

It led to her mantra for them on Viva Engage: ‘Be Interested, Not Interesting’. It’s helped shape the leaders’ content, and they are now more visible and in the moment. They’ve opened up, shown real emotion, and shared authentic stories.

How she approached the leaders helped them listen to her, and taking time to understand where they were was transformational for them and the business.

A little league table showing which leadership team member has the most monthly engagement hasn’t hurt in driving some competitiveness, either!

Employee activism

Your people will always have differing views and opposite points of view, and some will be very vocal about how they feel.

 It’s especially true these days when there are so many conflicts and suffering worldwide. Black Lives Matter, Roe v Wade, Gaza, Ukraine. Perhaps your organisation could be doing more for the environment. Your people will have a viewpoint on all of these and more.

So, as Sarah Meurer, B2B Co-Founder and VP of Global Internal Communications at Elsevier, said, you’ll need to demonstrate that you’re listening and understanding while considering how much influence your organisation could or should exert on an issue.

Pretending it ain’t happening isn’t going to cut it, and Sarah suggested working with your leadership team to form a response (if relevant) was a good place to start.

Defining your organisation’s authority on a subject, whether it’s your concern, and how much change you should or could make to the agenda are helpful questions to answer when defining an internal (and external) response to a hot topic.

Whatever happens, Sarah stressed the number one priority should always be ensuring your people feel safe and psychologically protected in an inclusive environment.

Some key ways to deliver it are to create FAQs, be empathetic, offer support and education on a hot topic, and ensure internal social media is managed and monitored.

Where are you on the listening spectrum?

Successful organisations use customer insights and innovation, accept change, do the right thing… and, crucially, listen to their people.

Howard Krais and Mike Pounsford, Co-Authors of Leading The Listening Organisation, told our B2B delegates that workplaces are now entering an ‘age of listening’ where listening is paramount to business success.

To build a deep listening organisation, we need to hear and respond appropriately to our people and ensure that leaders have the right mindset and approach to do this across individual listening styles.

They said businesses can’t innovate without listening, especially to teams close to customers.

Ultimately, organisations need to listen to their people because it’s the right thing to do.

They shared their listening spectrum, which ranges from passive, more reactive, and BAU stages of being a listening organisation to deeper, more engaging, and co-creating organisations and everything in between.

HR and IC – they can work together by listening!

They may have similar goals, often the same values, and the same desire to ensure people can thrive in the workplace. So, why don’t HR and IC always seem to get along?!

Kathryn Kendall, partner and chief people officer at Saltus, told B2B delegates that listening across the departments can help bring people together.

It’s about talking and understanding how HR and IC can help each other. Make the ‘why’ and the ‘because’ of what you’re doing clear, and spend time understanding each other’s goals.

She said investing in listening, genuinely hearing your people, acting on it and ensuring that approach starts from the top is essential to becoming a listening organisation.

It needs to be nurtured. After all, a good workplace culture can’t be taken for granted!

So, there we have it – another B2B done and dusted. Judging by the feedback so far, it was definitely more House of Fun than House of Pain!

In fact, it was so good we’re doing it again next year.

To register for B2B 2025 and enjoy great IC insight (plus a smashing BBQ, free gin and more), go to https://ineedsurgery.com/register-for-tickets/

See you there!