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In my experience they tend to be best when an email discussion has come to no clear consensus. Or when I know a change will be controversial.
by slededit 9y ago
In my experience they tend to be best when an email discussion has come to no clear consensus. Or when I know a change will be controversial.
- Consultant32452 9y agoThis is a case where it's important to know your department and how they communicate. Some people, like myself, will almost never respond to those big email chains. In fact, if I don't see my name being called out at a quick glance, I probably won't even read enough content to know a conversation/debate is going on. As a leader myself, I try to be cognizant of this and reach out to employees in the way that they're most comfortable communicating for important decisions. Sometimes that's email, sometimes that's IM, sometimes that's a phone call or face to face communication. It's almost never a meeting though.
- slededit 9y agoIf that's the norm at your organization then it works out. However in general wherever I've worked if you can't be bothered to say something people won't seek your advice unless you are the known expert in the specific subject. However getting to that level of prestige takes a lot of time and effort - Usually by being helpful on those long email chains.