Tag: Leadership (page 7 of 13)

Leading forward

February 27, 2012 / / 3 Comments

image credit: University Archives Digital Image Collection

Joseph Reed, Pennsylvania lawyer, officer and statesman during the Revolutionary War, wrote this in a report to his wife when morale was low for Americans, and danger was high:

The justice of our cause, the hope of our success, and every other circumstance that can enliven us, must be put into the scale against those of a contrary kind, which I allow to be serious…My honor, duty, and every other tie held sacred among men, call upon me to proceed with firmness and resolution…My country will, I trust, yet be free, whatever may be our fate who are cooped up, or are in danger of being so, on this tongue of land, where we ought never to have been. (p. 201, 1776, David McCullough)

Though morale was low and danger was high, Reed was firmly planted on what he knew needed to be done. And he didn’t just continue to provide leadership to save his own hide. He had the future in mind.

“My country will, I trust, yet be free, whatever may be our fate who are cooped up…”

More often than not, though, I’m afraid most people lead with their own goodwill in mind. They lead to make sure they keep their job, move up in the ranks, and maintain the status quo. When danger rises, instead of courageously standing up and fighting, they slink back into their den, all to ready to maintain comfort. Instead of creating ripples that will extend on, they let the waves pass them by.

Leading Forward

The best leaders lead with the next generation in mind. They know that the decisions they’re making today will have great impacts on the next generation, paying their leadership forward. They realize that in the process, they’ll at times have to take the fall for what they know to be right. They know they’re sometimes just setting the stage for someone else to come behind them.

What you do will have impacts on the future. Even if what you do is cowardly.

It’s time to be resolute. Stand for what you believe in. Courageously take steps and help others to do the same. And when danger and failure arises, give them a swift Austin Powers Judo chop.

I’m thankful for men like Joseph Reed. Men whose bravery still resonates today.

* image credit: University Archives Digital Image Collection

 

The day I got into a fight with my wife’s grandmother

February 23, 2012 / / 7 Comments

There are some blog post titles that people use just to draw you in.

“Sexy” titles, if you will.

Titles that build hype, often overselling and under delivering.

This happens to not be one of those titles.

image credit: Creative Commons user Robert Daniel Ullman

It was unintentional, really. I didn’t set out that warm Saturday afternoon telling myself, “I bet Laura’s grandma and I could scrap today. She’d probably love that.”

It just sort of happened.

Round 1

We were standing beside the door, she preparing to leave. In retrospect, I should’ve just given her a hug and opened the door. We launched into a conversation about a TV show that my wife and I watch. One that she, consequently, doesn’t. Her reasons for abstaining are moral convictions, which I can completely understand and respect. With respect to the show, she doesn’t appreciate how the children interact with their parents, how the wife interacts with her husband, and some of the lifestyle decisions that characters on the show have made. She laid out her whole case in about 5 minutes.

Round 2

When she finished, I felt like she has issued an invitation to me to lay out my thoughts. As I creeped closer, though, I realized she was siren-ing me to the edge of a cliff. Like a moth drawn to that strangely-buzzing blue light, I walked right into the trap. There was no winning this one. No way I could emerge a hero of informed reason and logic. Not a chance. I was peering off the edge of a cliff.

Round 3

As words came out of my mouth, I tried to catch them. The whole time I’m talking, I’m thinking, “What are you doing?!? Back away…back away!” I got that look from my wife. I don’t even have to describe it. Husbands, you know what I’m talking about.

But it was too late. Back out now, and I look like a heel. Keep going, and I look like a heel. Close my eyes and run…that was probably the best option, but Reeds aren’t cowards. We’re a bit foolhardy sometimes, but we’re not cowards.

The point I was trying to make was this:

I don’t get my theology from a TV show.

I can watch a TV show (note: the show in question is family-friendly), and completely separate it from informing my theological framework. In fact, when I watch a show, I view it through the theological lens I’ve constructed through hard work, sweat, and tears. I strive for a theology informed deeply by the Scriptures.

I can watch a show and say, “What they’re doing there…that’s not good. That’s not how I’m going to parent.” Not in a judgmental kind of way. But in a way where I’m exercising wisdom and discernment.

I’m not watching TV as my devotional time. Nor am I watching it in hopes that they’ll somehow slip in a good word about the local church. That’s not TV’s job. That’s my job!

In fact, the moment I allow TV to twist my theology is the moment I’ve headed down a slope more slippery than the one I was peering down with my grandma-in-law.

The eye of the tiger

She stood on the other side of this argument, urging extreme caution with what we fill our minds. She warned that subtle lies slip in back doors, and make their way into our lives. TKO. She just ‘eye-of-the-tigered’ me.

I don’t wholeheartedly disagree with her. I just happen to see the other side of the coin, enjoying 30 minutes of laughter, catching a slice of culture, and not succumbing to the subtle lies. I believe that this is a generational issue more than anything else. My generation can watch a show, laugh, enjoy the story, and separate that from how we live our lives. I believe that the generation that precedes me more closely intertwines real life with media content.

I’m not sure that one of us is right and the other wrong. In fact, in that moment, I waved my white flag of surrender. And made a future note to myself:

Don’t pick a fight with a grandma. Even if you win, you’ll lose.

Question:

Where do you stand? Is it acceptable to watch a show with questionable (though not offensive, cause-you-to-stumble) content? Or should we shield our eyes from anything that could depict something less than what we want for our lives and our families?

 * image credit: Creative Commons user Robert Daniel Ullman

 

6 truths I learned from a failed presentation

February 21, 2012 / / 14 Comments

image credit: CreationSwap user Agatha Villa

If you’ve ever done any amount of public speaking, you’ve had that moment when you step on stage and have a sinking feeling that says, “What in the world am I doing here?”

Ever had that?

Whether it’s the crowd that’s staring back at you, the venue itself, your lack of preparedness, or the content you’ve been asked to deliver, you realize in the heat of the moment that you’ve been asked to do something that’s out of your comfort zone and destined for a slow death.

I had one of these opportunities just the other day. I was asked to give a presentation on a recent mission trip I led to Costa Rica. The trip was phenomenal. But in the same vein as every other post-mission-trip-story I, and you, have ever heard in my life, the gravity and beauty of the trip doesn’t translate once you’re off the field. Translation isn’t often hampered by a language barrier, though. It’s hampered because the people in the room weren’t there on the trip, they feel a bit guilty because they haven’t gone on a mission trip, they want to go on a future one but know they won’t, and they’re ready to get back to life as normal. As much as you, the mission traveler, try to engage through stories and pictures, the experience gets lost in translation.

I led off with describing a funny situation. Well…I thought it was funny. No response. So I pressed on. Dropped a few funny lines in about 5 minutes in. Nothing. About 3/4 of the way through my presentation, a cell phone went off right beside my podium. Turns out it was the president’s who was  presiding over the meeting. I made a quick-witted comment about it, which caused even me to give myself a little chuckle. No chuckle from the crowd, though. Two older guys in the back were literally sleeping. Alexander DeLarge himself sat front and center, his droopy eyes forced open against their will. A few guys were checking their cell phones, presumably because the president’s ringing phone reminded them they have some business to take care of. Things went sideways quickly, so I looked for as quick and graceful of an exit as possible.

It was through this process that I learned a lot about public speaking. Failed experiences can teach you a lot.

6 Truths I Learned from a failed Presentation

You can completely bomb, and life will go on.

I walked out of that presentation relatively unscathed. My pride was a bit scarred, but all-in-all, I was fine. My “worst fears” as far as speaking goes were realized…and I lived.

Sometimes your jokes will fall flat.

Just keep going on to your next point. Failed jokes, poorly executed initiatives, great ideas that never get off the ground…these will be normal occurrences. Take it on the chin and move on.

There’s always next time.

It’s a good source of hope knowing that if I bomb again in the future, there’s always next time. There will be other opportunities.

There’s more to life than being perfect every time.

Much more. An always-perfectly executed sermon/speech/presentation is nice…but that’s not reality. And expecting that every time just sets you up for being disappointed.

It’s not all about the money.

Especially when you’re not getting paid…and it bombs. Don’t take an opportunity just because they’re offering you money. And don’t turn one down just because they aren’t. (I know that that’s a generalization. Sometimes opportunities need to be turned down for other reasons…or accepted for monetary reasons because you need to provide for your family).

Failures can affirm God’s call on your life.

God’s call is sure, but it’s not easy. He never promises that life is going to be easy…but He does promise to always be with you. (Hebrews 13:5) Failed experiences cause you to evaluate your calling in life. I walked out of this failed experience as sure as ever that God has called me to do this. Strange, I know. But I received comfort as I examined my calling once again, reminding myself of what God’s called me to do and who He’s called me to be.

Failing at a public presentation is not the worst thing that can happen to you. Don’t let your “worst fears” keep you from doing what God’s calling you to do.

Question:

What’s been your worst experience with public speaking?

* image credit: CreationSwap user Agatha Villa

 

8 Leadership Lessons I Learned from Working in a Coffee Shop

February 20, 2012 / / 5 Comments

image credit: CreationSwap user http://www.creationswap.com/amberspung

While I was in grad school, I worked in a coffee shop. I often enjoyed an expired pastry and a hot cup of coffee as my meal. Go ahead…judge me.

Working outside of the confines of seminary kept me grounded, though.The ivory towers from which I peered onto the ground below came crashing down in the middle of a real-life conversation with a broken co-worker. Hard-line black-and-white issues revealed themselves in deep shades of gray when shared in 5-minute breaks between customers on a busy Friday morning rush. The lessons I learned making lattes, serving customers, and building relationships with coworkers marked me then, and continues to do so today.

8 Leadership Lessons I Learned from Working in a Coffee Shop

1. Hard work never hurt anyone.

Going to class was stimulating for my mind. But being on my feet, doing physical work was good for my soul. Laugh all you want, but standing on your feet for 10 hours is exhausting, considering that includes hauling new products, gallons of milk, cleaning up spills, toting massive trash bags, leading coffee seminars, etc. Doing physical labor left me feeling like I’d actually accomplished something for the day. Listening to a lecture rarely did.

2. People want to be led…not “told” what to do.

I was a manager, and quickly learned this truth. It’s astonishing how many people like to micromanage…but how few people enjoy being micromanaged. Leading my coworkers to understand the “why” before the “what” propelled me relationally further than demanding obedience ever did. I started out demanding obedience, because those types of expectations were placed on me. When I translated those to other team members, I realized that demanding and micromanaging weren’t a viable long-term solution.

3. People want to feel like they’re on a team.

Whether that’s through inside jokes, shared experiences, or similar goals…nobody wants to be alone. Nobody. The quicker I incorporated “team members,” and not just followers, the quicker my leadership “worked.” The same is true whether you’re serving lattes or leading people into a growing relationship with Jesus.

4. People and textbooks are not the same thing.

Textbooks make sweeping black-and-white statements that translate well in the classroom. Working in a coffee shop, though, I realized that regurgitating those slickly-worded, catchy phrases did very little to build relationships. And without relationships, truth matters very little.

5. Consistency matters.

I learned that giving people a consistently high-quality product was of high concern, building trust across a brand. Consistently producing a high-quality product builds relational capital as well. People want to know what they’re about to step in to. Offering consistency sets clear expectations up front.

6. Customer service matters

It doesn’t matter how slick your Sunday morning worship services are. Nor does it matter how well-worded your mission and vision statements are crafted. If you neglect customer service, making people feel warm, welcomed, and invited…then you’ll forever have a wide-open back door. The moment you neglect “customer service” is the moment you realize that those you long to hear the Truth are the ones least likely to hear, or receive, it.

7. Everyone wants to feel like an insider

Whether it’s through new information, key relationships, or strategically partnering with others, make sure to keep people in the loop. Let them know what’s coming, that they can pitch ideas, that their voice matters, and that you care to keep them informed. If you want to recruit and maintain leaders on your team, you’ve got to do this.

8. Even the best ideas have a shelf life.

Don’t think that the way you’ve always done something is the way it should be done now. A good idea 50 years ago is likely not still a good idea. Be willing to reinvent, change directions, and kill programs for the sake of reaching more and more people.

 

 

 

Insecure, lazy leadership

February 10, 2012 / / 5 Comments

image credit: CreationSwap User Matt Gruber (edits mine)

 

There’s a buzz going around about ‘releasing people to _____.’ You can insert any of the following words in that blank:

  • lead
  • serve
  • start projects
  • launch ministries
  • do their job

On the surface, this sounds noble. It sounds like you’re fighting the dreaded “micromanagement,” a 4-letter word in churches, businesses, and any organization trying to move forward. Micromanaging is not the way to create a culture of healthy growth for leaders. It does not produce future leaders, nor leave current ones thrilled by any stretch of your imagination.

“We’re releasing people to _____” also sounds like you’re intentionally giving leaders the chance to lead, ensuring that you don’t box people into a  proverbial box…or a glass case of emotion, if you prefer. No leader worth their weight in homemade laundry detergent (it’s cheap…trust me) wants to be boxed in…so “release them to _______!”

My concern

I have concerns about this line of thought. Though it sounds noble, I’m afraid that in many cases this is just a mask for ‘I have no idea what I’m doing’ or ‘I am not really willing or able to put time into developing leaders.’ Instead of truly being a noble move, it covers over deeper issues of incompetency (I don’t know what I’m doing, myself), inadequacy (I’ve not been trained at all, myself), or insecurity (I’d rather people not know that I don’t know how to lead them).

Turning someone loose to lead doesn’t mean you abandon them. If you want them to help fulfill the vision for your organization, leaders need direction, oversight, and development. “Management” may not be popular, but it’s vital.

Let’s be fair

It’s organizationally unfair to “release someone to serve” if they haven’t properly developed. It’s not fair for the individual, who’s been thrown in over their head. It’s also not fair for the organization, who now has a leader in place without the necessary tools, and who’s not trusted to lead.

It’s okay to “release people to _____,” but don’t neglect development. Spend great care developing your leaders. The time, money, and resources you spend on development will reap huge dividends.

In the small group world where I operate, I’ve said this phrase, too. I have nuanced it like this: “I’m allowing group leaders to be the shepherds of their group.”

But I didn’t do a great job of developing leaders over time. So that’s going to change.

With our newly implemented coaching structure, combined with our leadership development pathway, we’ve made some major changes. Instead of having trainings as isolated events, they’re connected, increasing in depth through each step. This allows us to take a new leader from “I have no idea what I’m doing as a small group leader” to coaching other group leaders into deeper spiritual health.

We want to be able to “turn leaders loose” in good conscience, trusting them to lead their groups with great effectiveness. To do this, we’ve got to do our part of helping them develop.

Question:

Ever heard the phrase, “We’re releasing people to _____.”?

Ever seen it as an excuse for laziness?

* image credit: CreationSwap User Matt Gruber (edits mine)

 

5 Dangers of the “Complainer”

January 19, 2012 / / 9 Comments

Can I tell you something about yourself?

You know a complainer.

The guy that, no matter what happens, no matter how good or bad a situation, he’s going to find a way to be upset about something. The girl that is constantly down on whatever you, or anyone else, does.

image credit: CreationSwap user Alan Belcher

They’re good at tearing people down, discouraging an entire team, and slowing growth.

Here’s the reality: there is always something to complain about.

Life is often exceedingly difficult. Organizations are often in decline. Things seemingly couldn’t get worse.

If we’re honest with ourselves, “complainers” put words to the thoughts racing through our heads. But there’s a difference in having a thought and acting on it. A difference in having a thought and fleshing that out for everyone to join in with you. A difference in keeping a thought to yourself and recruiting others to moan with you. *

No matter where you are in life, you’ll find complainers.

  • At family gatherings.
  • At church.
  • At the water cooler at work.
  • At conferences.
  • On vacation.
  • On Facebook.
  • By text message
  • By email
  • By phone calls
  • By twitter updates.

Brothers don’t shake hands

Complainers need a hug. They need to be told that it’s going to be okay. They need to be reminded that God is in control, and that he’s a good, loving, kind God.

But they don’t need to be put in the role of director, no matter the size or structure of your organization. In fact, it’s incredibly dangerous for your organization if these people are put into director roles.

5 Dangers of a Complaining Team Member

1. They’ll drag the whole team down with them.

Before you know it, your organization will be full of doubting, complaining naysayers who see nothing but doom and gloom. Complainers are great recruiters.

2. They compromise your vision.

They ratchet up the negative aspect of the vision God’s placed in your heart, and if you’re not careful, you are pulled into the vortex of their negativity, and your once-clear vision becomes muddied.

3. They’ll not perform their job well.

They’ll be focused on the difficult parts of their job, and be distracted from the good, positive aspects.

4. They’ll not help your organization move forward.

Stuck on past failures and current challenges, they’ll not be challenged to press forward and find new, innovative solutions.

5. They’re never satisfied.

As soon as something goes their way, they’ve found another situation to complain about. They’re toxic even in the best of times. Nothing you can do will satiate their desire for more complaints. Everything you do fuels their fire.

Nip complaining in the bud. It’s a heart issue, reflective of a heart that doesn’t rest soundly in the goodness and power of God. And it’ll rot your team from the inside out.

Don’t let complainers be directors.

Do everything without grumbling or arguing, so that you may become blameless and pure, “children of God without fault in a warped and crooked generation.” – Philippians 2:14-15

* I’m not naive. I can be honest when personal, and organizational, change needs to happen. I’m not contending that you should mask all problems with a smile. I’m making the argument that constant complainers are toxic.

* image credit: CreationSwap user Alan Belcher

 

6 ways to nudge a potential leader

January 3, 2012 / / 14 Comments

I ask small group leaders often, “Who is your apprentice? Your Co-leader? What potential leaders do you have in your group?”

The reply I get more than any other is this:

Nobody in my group is anywhere near ready to lead other people.

I guarantee you, though, if I were to sit in their group meeting, I could pick out a handful of potential leaders.

I’ve found that the word “potential” is a tough word to grasp. We often jump right over it. Instead of “potential,” we hear “proven.” Or “ready.” Or “perfect.”

photo credit: Ahisgett (Creative Commons)

“Potential” is different. Think back to your days in science class, where you learned about the difference between potential energy and kinetic energy. Kinetic energy is the energy of motion. It’s the energy of work. The more work you do, the more kinetic energy you produce. The faster you move, the more kinetic energy you build up.

Potential energy is energy that’s stored up, waiting for an outside mover. Waiting for a nudge, a kick, or a “suggestion.” It’s hard to “see” potential energy. A roller coaster, at the top of a hill, has potential energy. A ball, just before it’s dropped, has lots of potential energy. A spring, when fully outstretched, has lots of potential energy.

When I’m sitting with a leader, asking what other “potential” leaders are present in their group, they are looking for “kinetic energy” leaders. They’re looking for someone who’s already leading. They want to suggest someone whose kinetic energy is building, not someone who has potential energy stored up.

Someone who has potential energy may look uncommitted and unmotivated. They may appear lazy. It may seem that they’re far from being ready to lead.

Seeing Potential

Seeing potential is tough, because you can’t look at who, or what, is in front of you. You’re looking at what’s in front of someone else. Often, what’s in front of them is something that they haven’t seen themselves. Potential energy isn’t moving mountains and creating waves. Potential energy may be sitting calmly, not realizing the kinetic energy right in front of them.

Which is exactly why they need a nudge. From you.

Here are 6 easy ways to nudge to a potential leader

1. Tell them that you believe in them. And mean it. Encouragement goes a long way in nudging a potential leader.

2. Tell them the potential you see in them. Help paint a picture for them of what could be if they were to lead.

3. Give them a chance to lead, and set things up for an easy win.

4. Ask for feedback on your own leadership. Ask them how they think you could improve.

5. Read a book on leadership…together. Meet as you’re reading through it, and discuss observations you find.

6. Give them authority over an area of your organization, or over a special project. Trust them to make decisions and lead well, and follow up to ensure they feel supported and are growing.

Question:

Do you find it difficult to spot potential leaders? How do you give them a nudge?

* photo credit: Ahisgett

 

My #1 post in 2011: How a Young Leader Can Gain Influence

January 1, 2012 / / 3 Comments

Young leaders often feel behind the curve.

Every meeting they attend, every team they lead, every trip they plan…they’re the youngest and least experienced. And, in my case, I’ve been in the room where everybody present had children older than me.

I can’t tell you how many looks I was flashed that said, “How cute…he’s trying to lead us…isn’t that neat?!?” As a leader, that’s frustrating.

When I started in my current role, I was the youngest on staff.

When I started in my current role, I was the younger than every one of the small group leaders at Grace.

But over time, I’ve been able to grow some level of influence. And here’s one principle I’ve learned:

Be faithful in the little things.

If I was given a task, even if it didn’t directly relate to my area of leadership, I worked to make sure I completed the task well. Not just half-heartedly, but with excellence.

If I took on a new responsibility, I made sure that I was 100% faithful, to the best of my abilities and even more so, to exceed expectations.

And this principle is biblical:

One who is faithful in a very little is also faithful in much… – Luke 16:10

It’s the little things, the smaller responsibilities, that are the greatest test of character, not the bigger ones. Letting the ball drop on the “little things” is a symptom of a heart that’s not ready for bigger, weightier things.

If you’re given smaller, less significant assignments and you fail to meet and exceed expectations, why would those who are in leadership over you trust you to meet and exceed expectations in more significant roles?

The insignificant tasks you take on early in leadership may be just that…insignificant. Except for one thing: they show your character. And if you want to gain influence, character (even more than age and experience) is key.

A certain level of trust must be granted to you because you’re young. But a deeper, more substantial level of trust, the one you’re looking for, is earned.

Trust is earned one faithful step at a time.

Be faithful in the small steps. It’ll pay off in time.

Have you ever dropped the ball on a small responsibility?

Did you see that affect your influence?

*Image credit Creation Swap user Drew Palko

 

Wisdom for leaders young and old

December 14, 2011 / / 11 Comments

Stuck Between Stages

I find myself in a strange stage of life at this moment. In many ways, I can appeal to two very different groups: older leaders and younger leaders.

To younger leaders, I’m older. I’ve been in vocational ministry for nearly 6 years, have experience writing, teaching, leading teams, and consulting. I’ve been married for more than 7 years and have a 3 year old son. To “young” leaders, I’m old…ahem…experienced.

To older leaders, I’m still young. I’m not yet 30, still have a young child, have not run as many ministry laps as others, and still have a lot to learn. The “wet” behind my ears isn’t yet fully dried.

I find myself stuck between new leaders and old leaders. Which leaves me categorically nowhere. Thanks a lot, late-20s.

Living the Tension

For many of the decisions in my life right now, I live in this tension. I’ve been around long enough to stand on my own feet…but l have also been around long enough to know I don’t know everything. There are still days I feel in over my head. There are still days where I doubt myself. There are still days when I desperately need the sage advice that experience brings.

But I’ve been around long enough that people are looking at me for that same kind of advice. Which frightens me…and should frighten many others, too.

Many days, I wonder whether the next step forward is a good one…or is just a creepy man with a white wigbeard. Should I tell him what I want…or look at him, like my son did, with much trepidation?

photo credit: me

 

Allow me, out of this tension, to speak to you.

To older leaders:

We need you. Urge us to proceed with caution or to run full throttle. Prod us to start something new. Encourage us to quit doing what we’re doing. Tell us what you would do if you were our age. We crave your years of experience. We long to learn from your failures so we don’t replicate them. Help us to stand on your shoulders and see further than our own vantage point offers.

To younger leaders:

Seek wisdom. It’s out there for you. In books, podcasts, and blog posts. It’s available in other men and women, screaming to shed light on the dark and confusing areas of your life. Don’t try to navigate the fog on your own. Life’s too short, and you haven’t lived enough of it.

Out in the open wisdom calls aloud, she raises her voice in the public square; on top of the wall she cries out, at the city gate she makes her speech. (Proverbs 1:20-21)

Whatever stage in life you find yourself, you have a role. Lead upwards and downwards, sideways and backwards. The Kingdom needs you.

 

 

10 Tricks to Getting Your Emails Read

November 30, 2011 / / 8 Comments

If you want none of your emails read, read my post HERE. But, since you’re reading this post, my guess is that you would prefer an increasing amount of your virtual letters to be read and acted upon. Am I right?

Whether you like it or not, you’ve got to send emails.

On a daily basis, I’m sending and receiving hundreds of emails. And when I send an email I hope it gets read. I spend time crafting exactly what I want to say. I take out the extraneous. I boil it down to the essentials. And I hit “send.”

If you put time into an email, you expect people to read it too, right?

10 Tricks to getting your Emails Read

Bold the things you want read. Understand that every word won’t be read. By “bolding” the important words, you ensure that they’ll be read.

Start your email with the most important things. Again, assume people won’t read ever word.

Leave an action statement at the bottom. Many times, people will read the first few sentences and the last few. Make sure you catch them before they hit “delete.”

Break your email into two sections: short and long. Be explicit with what you’re doing. In the “short” section, just give bullet points. No explanations, just the facts. In the “long” section, elaborate on each point a little bit, giving people more details if they want to read more.

Include your main point in the subject line. 

Include an action step in the subject line. This may not guarantee that your email will be read, but it will ensure that what you want done because of the email gets done.

Use numbered lists. People are more likely to read your email if they know that there are only __ points in it. Lists are magical.

Less is more. Keep your emails under 250 words. Anything more deserves a phone call. Or a cup of coffee. Or both.

Cc their superior. This is a ninja move. It could get you what you want. But it could get you enemies just as quickly.

Never FWD junk email. Never. It breaks trust rather than building it.

 
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