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Emails That Get Results

Of course, all your emails need to be concise, direct and written in plain language. But if you really want to cut through the digital clutter and get people to respond to your message, what can you do? Is there a technique for helping people not only comprehend your message, but act on it?

Yes, according to change consultant Bill Jensen. In his book Simplicity, The New Competitive Advantage in a World of More, Better, Faster (Perseus Publishing, 2000), Jensen describes a simple technique that applies not only to emails, but to hallway conversations, meetings, or any communication where you want the recipient to take action or make a change based on the information you're transmitting.

As with all good communication, this method starts by putting yourself in the place of the person you're addressing. Simply write your email (as briefly as possible) so that it answers five questions for that person.

1. How is this related to what I do?

State up front how your content relates to your reader's current work and responsibilities. This is where you make the initial, crucial connection. As Jensen says, "if you can't make your ideas relevant to the individuals in front of you in the first five minutes (or the first page), assume you've lost them."

So, to begin a powerful email, state in 1-2 sentences what your subject is and how it is relevant to your reader's life.

2. What specifically should I do?

What change in behavior or action are you calling for? What is the exact next step you want your reader to take after she finishes reading? In sales literature, this is termed the "Call to Action." In an effective email, it should be clearly stated near the top.

3. How will I be measured and what are the consequences?

If the person adopts the change you're looking for, how will they know when it's successful? What will success look like and how will it be measured? Also, what will be the consequences if no action or a different action is taken? Answering this question helps you sell your ideas by spelling out potential positive and negative outcomes.

4. What tools and support are available?

Change is scary. You need to answer this question to reassure your reader that help will be available, in the form of coaching, job aids, management support, staff resources, or whatever.

5. What's in it for me? For us?

Finish your email by stating the desired outcome of the change, and how it will benefit your reader. This may be a recap of results you've forecast in answering questions 2 and 3. If so, sharpen the focus by naming the single most important benefit for your reader and his business.

Applying the Technique

At first glance, this technique seems most relevant if you are a manager emailing your staff about a change in procedures. But the five questions apply just as well if you're writing to an executive asking her to sponsor a new initiative, or to a client asking him to meet with you to discuss a business proposal. The technique works because it is rooted in the concerns all of us share about any change in our work life.

So next time you need to write an email, give some thought to answering these five questions for your reader. Thoth believes you'll find the results well worth the effort.

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