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Writing Better Business Emails | From Send to Done

Email Culture

Inboxes fill up each day with messages from bosses, coworkers, IT departments, SPAM, and other sources.  Crafting an email message that catches attention (so it bypasses the Trashcan), clearly conveys your message, entices others into action, and maintains relationships is tough business.

Think of the last time you opened your email inbox at work.  How many messages did you delete without opening?  How many of the remaining messages did you just skim?  Which messages sparked your “get it done” energy?  The answer to the first question is probably a high percentage, and your count for the latter question probably is close to zero!

Now, think about how many times you yelled (either out loud or silently in your imagination) at the sender, or you read a message in all-caps thinking you were being yelled at?  Interpreting tone–as well as attempting to convey tone when authoring written messages–is quite challenging and frequently leads to anger, frustration, confusion, [insert emotion here] when tone is miscommunicated.  Prepare to re-think how you view email, as well as how you use it as a communication tool for your business.

Basics of the Communication Process & Channel Richness

Despite popular practice, Email should not be the primary method of communication in business.  The reason relates to Shannon & Weaver’s (1949) Transmission Model, where there is a sender, a receiver, and a channel.  The sender is the one conveying the messages, the receiver is the one who receives the communication, and the channel is the medium of communication (email, phone, in-person, etc.).  The act of communication involves the sender “encoding” a message, sending it through the channel/medium, the receiver “decoding” the message, and the receiver providing feedback to the sender that the message was received.

With this model, there are three challenges to communication: (a) messages might not be transmitted accurately (a technical problem), (b) the message might be conveyed in a confusing manner (a semantics problem), or (c) how effectively the message imparts the desired behavior (an effectiveness problem).  Now comes the important factor: message richness in relation to the selected medium.  Compare the amount of information you can process in a 5-minute conversation to the amount of information you can glean from an email chain of message.  Relying on email as the main channel for communication (especially for complex messages) increases the risk of semantic errors–the message might not be conveyed with easy-to-understand wording.  It also increases the risk of semantics problems.  The benefit is that the channel itself (email servers) are fairly reliable, so technical problems generally are low-risk for email.

Without a strong (and fast) feedback mechanism, written communication suffers in richness when compared to in-person or phone calls.  The sender must wait for the receiver to read and attempt to understand the message.  Then they must craft a new email reply to (hopefully) relay their understanding or ask questions.  The process volleys until the message is understood (in the meantime, the sender probably is engaged in four other email conversation, is on the phone, or has stepped away for lunch).  With verbal or in-person communication, the entire process is nearly instantaneous.  The receiver can ask a clarifying question immediately after the message is delivered.  There is no waiting; there is no reply-all; there is only live dialogue.  Email also lacks  verbal cues: A confused look on the receivers face cannot be conveyed to the sender as the receiver reads a complex email.  Therefore, the sender assumes the receiver understands the message, unless the receiver speaks up.

When to Use Email

The low level of message “richness” shows that other forms, such as phone calls, video-conferences, and in-person meetings provide more suitable communications methods for complex messages or for the added human element for fostering relationships (Baldoni, 2003).  Email, however, is a great way to follow-up tasks, reiterate what was agreed in a previous meeting, or convey a quick message after hours or between meetings.  Electronic communications also allow virtual teams to stay connected when time zones are a factor, and they allow for broadcasting messages to a wider audience to reiterate corporate or team goals, mission, or values.  Consider which medium is best suited for the particular type of information relay that is needed.

Email is well suited, thus, for those low-priority information exchanges that do not require immediate attention, have a low level of complexity to comprehend and respond, and do not require an emotional exchange to occur.  If you find that you are becoming frustrated during an email exchange, take it as a cue to pick up the phone, open a video conference line, or visit the person live.  Writing effective emails, in addition, is important to reducing the risk of semantics problems and improving response rates when you need a reply, information, or a commitment from a group of recipients en masse.

How to Write Emails that Get Work Done

There are many ways to build a bridge, organize a closet, or write an email message.  Below are the steps that we at Corvis Group prefer to use.  Deciding when to be flexible with these steps ensures that we do what is best for our clients, our company, and the situation at hand.  While it might seem daunting reading the steps, they are quite simple in practice.  You will get the hang of them very quickly as you use this method a couple of times.

  • Start with the end message you want to convey.  What is it that you really want the reader to take away, contribute, do, etc.?  This is the core of the message–the raison d’être for your email.  Without knowing what the core message is, close your email program or webpage and find something else to do; the people you were about to email will be grateful to have one less confusing or unnecessary email in their already-full inbox!
  • Determine whether email is the best option.  Now, when you do have a core message (perhaps you want your coworker to send you a file), determine whether email is the best option.  If not, would it be faster, more useful, build a stronger relationship (or avert damaging an existing one!) if you picked up the phone, walked down the hall, or set up a quick Google Hangout or Webex session?
  • If you answered yes at Step 2, then you are ready to write down your core message.  I like to use this as the Subject Line.  It puts up front what I need, giving the reader the opportunity to prioritize my request with all the other questions they might have received from twenty others in the past few minutes.  Everything else about the email you are about to craft really should align with and relate to your core message.  If it does not, then it is clutter, and you should keep that as a personal thought–write it in a notepad.
  • Next, determine the audience.  There are different types of audiences to whom you would like to write this email.  Here are a few things to consider when completing this step:Who are the “doers” for your email–the people you want to actually do something after they read your message?
  • Who are the “informants” for the message–the people you want to become aware of the content of your message, but not necessarily take action?
  • Who is your “backup” for the action–the person/people who can fill in should you become sick tomorrow?
  • Who else are you thinking of sending this email to?  If you are unable to fit them into one or more of the above categories, consider omitting them from receiving the message.  It is possible that superfluous recipients will turn your message into a traffic jam of “reply all” clutter (that will be another topic) for everyone’s inbox, should they decide to “chime in,” as many like to call it.
  • Write down each of the people you have brainstormed for the above four categories.  Doing this step on paper will help you with step 8 below, avoiding that accidental click of the send button before auto-correct changed a random word to an expletive!
  • Write the message.  The hardest part is designing the message to do its purpose: inform people, recap/document a plan or agreement, ask for action, or do something else entirely.If your purpose is to inform people, then consider writing clearly what the main takeaway is.  Write that key point early in the message and include supporting evidence, speaking points, etc. that ensure the reader has the information you want them to glean.
  • A tip from us at Corvis is to clearly call each person by name (in bold print, sometimes in a different color) in the email, just as you would in a meeting, to state the agreed action item and include the details and due date for that item.  This way, if you are requesting or documenting action items, there will be little question who is responsible for what and when.  This step alleviates the tendency to drop an action item onto the group without an “owner,” and after hours of awaiting a response, wondering why no one wants to take ownership.
  • For emails with a completely different purpose, ensure that you clearly write what the intent of the message is, who is responsible which pieces, the agreed/proposed deadlines, and any other information you want readers to learn or action you want them to take.  Everything else is a distraction.  Keep your message concise, yet informative.
  • (Good) pictures speak louder than words.  If you have a diagram, flow chart, or table in your message or attachment that helps to convey the message, include it.  Visuals are great ways to convey the message you want to impart.  BUT–be sure that the picture, diagram, or other visual supports your message and is not distracting, confusing, or too complex for the reader to understand without you there in-person to describe.
  • Ensure your message and supportive documents, graphics, etc. speak to your intended audience.  Remember the categories of the audience you outlined on paper in Step 4?  Now is the time to double-check that your email makes sense to them.  Read your email as though you are the “doers.”  Is it clear to you that you have an action item assigned to you and a do date?  Could you complete the task with the information provided?  If you answered no, then your message needs revised until you can answer with an honest “yes.”
  • Proofread, edit, and proofread again.  I lost count of the number of employees in Fortune 500 companies who write “your” when they mean “you’re” (you + are) in an email over and over again.  Writing with solid spelling and grammar will take you far in life, especially if you interact with the public, stakeholders for your organization, or senior leaders.  Each person with whom you interact builds or refines their perception of you based on how you present yourself, and that includes your email-writing skills.  Want to set your best foot forward?  Take advantage of this step!  Pause–go get a coffee or tea–then come back to your draft message and read it.  For more important messages, have a coworker read it.  Make sure it is clear, concise, fits the audience, and shows off how smart and capable you are!
  • Add your audience.  Here at Corvis, the “To” line is for the “doers” in the message audience.  These are the main people we want to take action, so their emails go in the top line.  This helps you to check the message against responses in order to determine who has written back or completed their action–just look at the To line for your “doers.”  Anyone else we want to be informed goes in the “CC” line (unless there are no “doers” for the message, in which case, we typically use only the To line).  “BCC” is a rarely-used option for Corvis Group.  It is mis-aligned with our value for honesty and openness, and so we prefer not to use it.
  • Click Send!  Your message is on its way, and hopefully your message helps business to move forward in a positive way.

Example Email

To: Pat Doe
CC: Chris Smith
Subject: Action Request | Annual Report Needs 3 Donor Profiles by 6/7/2013
Hi Pat,
As we discussed yesterday during the weekly managers’ meeting, the Annual Report will now include a “Donor Profile” section.  We agreed that you will write three profiles by June 7, at which time the Editing Team will review the draft text. I CCd Chris from the Editing Team so we are all on the same page. Chris agreed to have the final edits to us by June 9, which will ensure we are on schedule to publish by mid-month.
Would you please keep me updated on your progress and let me know when you have time to meet with our spotlighted donors for an interview?  I am available between noon and 3:00 each day this week. 
This project is a very exciting addition to our Annual Report and will provide high value to our readers and our donors!

Baldoni, J. (2003).  Great communication secrets of great leaders.  New York, NY: McGraw Hill.

Shannon, C. & Weaver, W. (1949).  The mathematical theory of communication.  Urbana, IL: University of Illinois Press.

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Leader Profile: Christine Lagarde | Controversy or Inherent Risks of Leadership?


As global leaders become increasingly involved in affairs that impact domestic issues and policies, it is important to become aware of the controversies, challenges, and successes that surround them.  Christine Lagarde is one of the most powerful women in the world.  As she recently became target of an ethical and legal investigation with the French government as a former government official, questions arise regarding followers’ perceptions and reactions to global leaders’ involvement in controversies.

It is curious to ponder whether the investigation will impact (negatively or positively) Ms. Lagarde’s influence on global economic policies.  Will world authorities trust her leadership?

Perhaps Ms. Lagarde’s decision in the case was perfectly legal and ethical based on the information she had available.  Did she become target of the investigation based on her gender, her level of power and influence, her wealth?  These and other questions should come to mind while reading this Leader Profile as well as relevant sources on the issue.

At the end of the Profile, additional discussion questions are available to prompt critical thinking and analysis.

Christine Lagarde

Ranked #7 Power Women by Forbes (“Christine Lagarde,” n.d.) in 2013 (up from #8 in 2012), Ms. Lagarde is the Managing Director of the International Monetary Fund (IMF).  A French national, Lagarde has two children and spent part of her career in the United States as a labor and antitrust attorney.  Lagarde is also the first woman to hold a finance/economy ministry position for a G-7 country (“Christine Lagarde,” 2011).

In 2009, Christine Lagarde was ranked the 17th most influential woman in the world by Forbes magazine, the 5th best European executive woman by The Wall Street Journal Europe, and became one of Time magazine’s top-100 world leaders. The Financial Times named her European Finance Minister of 2009.” (“Christine Lagarde,” 2011)

Her impressive résumé makes her a strong candidate for positions requiring strong leadership abilities and skills to revitalize failing systems.

Upon ascending to the position of Managing Director of the IMF, her main focus was to resurrect the European economy from a debt crisis (Forbes, n.d.).  While in this position, Ms. Lagarde had become target of investigation over her involvement with an ethical situation in France.

Controversy: Investigation of Ms. Lagarde

The controversy in question is whether Christine Lagarde unethically decided to privately arbitrate in 2008 a €250 million ($385 million) payment to a supporter of former French President, Nicolas Sarkozy (“IMF’s Largarde,” 2013).  During the time of the arbitration, Lagarde was Finance Minister under then-President Sarkozy, and simultaneously a legal dispute erupted between a Mr. B. Tapie and the French government.

The case came about when Mr. Tapie sued the state after he sold his stake in Adidas to a state-owned bank.  Tapie claims that the state unethically entered the transaction, because it sold the shares for Adidas for a much higher sum (“IMF’s Lagarde,” 2013).  Lagarde became target of investigation over questions regarding her decision to arbitrate the large payment, ignoring adviser’s urging to seek settlement in court (“IMF’s Lagarde,” 2013).

After much time the public wondered whether French officials might indict Ms. Lagarde, drop the investigation, or take another course of action, French magistrates reduced Lagarde’s status from “under investigation” to “supervised witness” (“IMF’s Lagarde,” 2013).  Upon the decision, Ms. Lagarde stated, “My explanations answered questions raised about the decisions that I had made at the time.”  She told reporters, “my status as a supervised witness is not a surprise for me because I always acted in the interest of the state and according to the law” (“IMF’s Lagarde,” 2013).

Reuters continues to analyze the decision, stating: “The status of supervised witness means that in any future hearings, Lagarde would answer questions as a witness accompanied by a lawyer.  It is much less serious than being placed under formal investigation, which would have indicated ‘serious or consistent evidence’ pointing to her probable implication in a crime” (“IMF’s Lagarde,” 2013).

Lagarde’s Leadership

Some might argue an investigation is neither proof nor evidence of wrongdoing, and therefore, analysis of Lagarde’s leadership impact is unnecessary.  Yet others might weigh her leadership impact against the allegations of the investigation in order to come to their own conclusion.

On Lagarde’s leadership results, Charlton (2013) writes, “Lagarde has earned praise for her negotiating skills as managing director of the IMF through Europe’s debt crisis and is seen as a trailblazer for women leaders.”  In 2012, the IMF spent over $15 billion in assistance funds to support economies in need, with $4.4 billion already spent in 2013 Q1 (“IMF Financial Activities,” 2013).  Additional resources below (see “References”) point to further discussion on her leadership style and impact.

Discussion Questions

  1. If a leader who inspires you is under investigation, does that influence how you view their leadership?   In what way?
  2. Is controversy an inherent risk to leadership?  If so, does this risk increase for high-profile leaders?
  3. Do you believe it was just to bring Ms. Lagarde under investigation?  Explain why or why not.
  4. Watch the Q&A session with Ms. Lagarde on the BBC’s HARDtalk.  What are your reactions to how Ms. Lagarde responds to questions about the IMF and global economies?


Charlton, Angela (2013).  “Christine Lagarde, IMF Chief, Questioned in Court over Fraud Probe.”  The Huffington Post.  Retrieved June 3, 2013, from

“Christine Lagarde.” (2011).  International Monetary Fund (IMF).  Retrieved June 3, 2013, from

“Christine Lagarde.” (n.d.).   Forbes.  Retrieved June 3, 2013, from

“IMF Financial Activities – Update May 30, 2013.” (2013).  International Monetary Fund (IMF).  Retrieved June 3, 2013, from

“IMF’s Lagarde Escapes Formal Investigation in Court.” (2013).  Reuters.  Retrieved June 3, 2013, from

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Mission: Unconfidential

Purpose of a Mission

Organizations, teams, and even individuals and communities often have a mission.  In essence, a mission is a purpose, a reason for being.  With a clear and well-understood mission, it becomes possible to understand what goals, activities, and resources are necessary.  Without a mission, members lack a common ground to understand boundaries or decide which actions would move the organization, team, or self forward and use resources efficiently.  Even strategy consultants–whose focus is on assisting organizations with mission, vision, and strategy–have difficulty setting missions for their own organizations.  Below are a few examples of how organizations turned to “mission” to solve problems.

Recently, I experienced working with three organizations all struggling to set a clear plan for the future, because the mission was not clearly stated, was not understood, or was not even written anywhere.  All three organizations are in the field of consulting; I am on the board for two of these small non-profits and working with a newly-formed working group at the third.

For the non-profit boards of directors, we are in the midst of strategizing long-term plans, but the missions lack clarity.  For one, the mission statement is not posted for members or leaders to reference, and board members recently struggled to make a critical decision related to a strategic initiative.  We became stuck in our discussion without hope for resolution.  How should we focus our resources?  How should we design our structure?  What should we offer to our members?  These questions and more stemmed from our lack of a clear mission.

In the second non-profit, we are writing a one-year plan, but data from interviews and surveys reveal that members and leaders alike are unclear of the organization’s mission.  In order to determine how to spend our volunteer time and energy, it became evident that knowing the boundaries–the mission–is the most crucial step.  We decided that we cannot assure that the planned member benefits would be optimal until we clarified our understanding of the mission statement.  Without a clear mission, it is noticeable from the data feedback, that current and prospective members struggle to determine whether they should spend money on member dues, because they do not understand the purpose of the organization.

At the third organization (a large consultancy), a new diversity & inclusion working group is forming a business case to secure investments of both financial resources and leadership support from executives.  To build the case, we realized the importance of setting the framework and boundaries of what we want to accomplish by drafting a mission statement.  From the mission, all other planning can align, including the long-term goals and action items.

Individuals, too, can form a mission to guide life decisions (both career and private).  A solid personal mission is both cure for even the slightest inkling of a purposeless life, and a compass during moments of confusion over which path to take next.

Benefits of a Useful Mission

Imagine you just received an acceptance letter to attend university for an undergraduate degree.  Without selecting a major, you could enroll into myriad courses for six or more years without earning a particular degree.  This is because universities typically offer many options for different subjects, and with so many choices, it is difficult to make focused decisions about which courses to take in order to earn a degree.

Now imagine that you have selected a major.  It becomes easy to determine which courses to select, ruling out the courses that do not fit the major.  With a clear purpose, you are on your way to graduating in four years!  In this example, selecting a major is analogous to selecting a mission for university studies.  The major guides your course-registration decisions in just the same way as a mission guides decisions within organizations.

A Gallup poll finds that employees working for organizations with mission statements that they believe are an important cause or purpose have higher engagement, increased pride in their work, and produce at higher rates (in Daft, 2011).  Additional critical benefits of a clear and useful mission, according to Bryson (2004) and Daft (2011), include:

  • Enabling discussions and decisions to focus on what is most important (Bryson, 2004);
  • Providing a judgment system to determine which structure is best, which resources to use, which strategy will succeed, and how to handle conflict;
  • Guiding actions that have a higher purpose, rather than self-serving ones; and
  • Building stronger teams using a common purpose (the mission) as a glue to bring people together (Daft, 2011).

Elements of a Strong Mission

Missions answer why the organization exists.  They establish a broad-level strategy and provide guiding principals, as Hodge, Anthony, and Gales (2003) write. To communicate the mission across the organization (staff, volunteers, managers, executives) and to outsiders (customers, prospective clients, the media, and others), a carefully crafted mission statement is vital.

While many organizations develop a catchy mission statement that sounds clever or witty, if it is ineffective in communicating the purpose of the organization, then it fails at its primary purpose.  Likewise, long and wordy mission statements could be confusing or turn people away from reading them.  Therefore, it is important to create a mission statement that catches attention, aligns with the organization’s culture, and explains the purpose clearly.  Culture is important here, because if the mission statement gives off a mood that misaligns with the mood of the culture, stakeholders will notice the mismatch and feel less inclined to use the mission as a guide.

What’s Your Mission?

Now that you have read about the importance of a mission, what is your mission?  What is your team’s or your organization’s mission?  If any of these missions is unclear, you likely struggle to make accurate decisions on how to set a budget, schedule staff, create a strategic or action plan, manage resources, or make appropriate life choices.

Take a few moments to think about your talents and your passions.  How can you utilize these strengths to form a personal mission for your life and career.  In your organization or team, a working group composed of representatives from different stakeholder groups also can consider the organization’s purpose, focusing on core strengths and opportunities.  Another approach is to consider the problem that the organization or team hopes to solve for society or its marketshare.

Share your mission by posting it below.  I am curious to hear what your purpose is!


Bryson, J. (2004).  Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (3rd Ed.).  San Francisco, CA: Jossey-Bass.

Daft, R. (2011).  The leadership experience (5th Ed.).  Mason, OH: South-Western CENGAGE Learning.

Hodge, B., Anthony, W., & Gales, L. (2003).  Organization theory: A strategic approach (6th Ed.).  Upper Saddle River, NJ: Prentice Hall.