Ceo email signature examples3/16/2024 ![]() It wasn't simply their emails that were creating so much activity for Weiner to respond to-it was the cascading effect of replies and responses that each email created. His began after two high-profile communicators he worked with at a previous company left, and he suddenly realized that his inbox volume had dropped by 30%. Jeff Weiner, the CEO of LinkedIn, has a similar practice. Karl Iagnemma, the CEO of nuTonomy, sends no more than 25 emails a day because spending any more time than that on email means he is taking time away from more important tasks. CEOs need to be accessible but cannot be constantly weighed down by email. While a lot of CEOs are known to respond to emails quickly, they are not often the most active emailers in their company. They Send Fewer Emails to Receive Fewer Emails As Warren Buffett knew, establishing a reputation for emailing back quickly sends a message to co-workers and potential customers that you're always at work, eager to work with others, and don't shy away from unpleasant but necessary challenges. Time kills deals, so the CEO who is quick to see a good offer is usually quick to snatch it up. Most of the best-and busiest-people we know act quickly on their emails, not just for a select few senders, but to everyone.” Even when Schmidt doesn't have a clear response or answer to an email, he makes sure to send a confirmation of receipt saying “got it,” so he can move on to the next thing without keeping the sender wondering or waiting.Ī promise from Warren Buffett's 1982 shareholder letter. As former Google executive Eric Schmidt wrote, “there are people who can be relied upon to respond promptly to emails, and those who can't. ![]() CEOs Reply to Emails ImmediatelyĪ lot of CEOs respond to their emails as soon as they see them. Great CEOs apply this mentality to their email inboxes with ruthless efficiency, responding to emails at lightning speed, avoiding over-communication, and setting clear expectations for the people they interact with. What Amazon’s Jeff Bezos calls “high-velocity decision-making” relies upon the realization that, in most cases, even a bad decision is better than making no decision at all. “The real fear is in the state of paralysis that results when you can’t make a decision at all.” “You can always course-correct if things don’t work out,” the CEO of Alibaba, Daniel Zhang, wrote. One of the traits that most differentiates great CEOs is their decisiveness-and their ability to recognize when to act fast. Finding a Method to Maximize Productivity And with your investors, it can either inspire confidence or questions. With potential partners, the way you email (or don't) can help you close or lose deals. Still, email-the oldest and most durable of the digital communications tools we have-has lost none of its importance. This is evident with the rise of team wikis and tools like Slack. With the decentralization of the startup economy and the increasing prevalence of remote and distributed teams, clear, asynchronous communication has never been a more important skill for executives to master.
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