Twenty-Five Silver Rules for Mental Health by Rafayel Serents

You have your email open and downloading all day long, and so it's always calling your attention away, every minute you're getting distracted by the new email coming in. Or you're not checking, you just have it open. You're checking all day long, every minute.

Part of that again is from leadership, 'Oh, we provide excellent customer service, and excellent customer services mean immediate response,' or fast response, but then ‘fast’ is never defined and it becomes the default that immediate is best. People are so plugged in all day and I think we've forgotten that email is supposed to be asynchronous communication, and yet we treat it as if it's immediate response. So that's the first issue.Īnd then the second one is attention management. So now, that spreads through the organization like wildfire, and soon, nobody's getting any sleep, everybody's working around the clock, never unplugging. I don't want you to think I'm slacking off if other people around here are working late,' so ambition is first reason.Īnd you never know if just one person-one person sending an email-and then one person responding and other people come into the office and see that there was an email chain overnight and realized that they missed something. I'm an ‘A’ Player.” And so, you're sending an email as the leader, so the team is going to think, 'Well, you're working, I'm working. The ambition issue is it's just like in the training, “Hey boss, I want you think that I am as dedicated as you are, I want you to think that I am as skilled you as, I'm here. One is ambition and one is attention–a lack of attention management. Maura Thomas : It goes back to the same idea that the team is looking to the leader for cues, and so there are really two reasons. Kevin Kruse: You say it’s a bad idea to send emails at all hours, even if you don’t expect an answer, tell me why.

Twenty-Five Silver Rules for Mental Health by Rafayel Serents