Emails vs. Meetings: Navigating the Communication Crossroads
Imagine standing at a crossroads in the landscape of workplace communication. One path leads to a quiet room filled with the soft glow of computer screens and the rhythmic tap, tap tapping of keys - the realm of emails. The other path leads to a lively roundtable, buzzing with voices and ideas - the realm of meetings. As you stand there, a question floats in the air: ‘When should I send an email, and when should I call a meeting?’ This article is your guide to navigating this crossroad, helping you choose the right path based on the situation at hand.
The single biggest problem in communication is the illusion that it has taken place. - George Bernard Shaw
In the modern workplace, communication is key. Poor communication costs US businesses an estimated $1.2 trillion annually or $12,506 per employee per year. Two of the most common methods of communication are emails and meetings. While both have their place, it’s important to understand when to use each one effectively.
The Power of Email
Emails are a powerful tool for communication. They allow for quick, concise exchanges of information that can be easily documented and referenced. For example, consider a project manager at a construction company who needs to share a status update on a project with her team. The update includes the current progress, next steps, and any changes in deadlines. In this case, email is the most efficient way to communicate this information. The team members can read the email at their convenience and refer to it as needed.
Moreover, emails are excellent for sharing attachments, links, and other resources. They can be read and reread, allowing for thorough understanding and they leave a paper trail that can be useful for future reference.
The Need for Meetings
However, not all communication is best suited for emails. Meetings, whether in-person or virtual, provide a platform for interactive and dynamic discussion. They are ideal for brainstorming sessions, decision-making processes, and complex problem-solving scenarios.
For instance, if a team is facing a roadblock with a major project requiring brainstorming for ideas, asking more questions, and offering up various potential solutions, a meeting allows for real-time discussion and immediate feedback. This can lead to quicker resolution and more innovative solutions. Similarly, sensitive topics that require empathy and understanding are better managed face-to-face.
Face-to-face meetings, whether in-person or via video conferencing, offer several unique values:
Non-Verbal Communication: They allow for non-verbal communication, such as body language and facial expressions, which can provide additional context and help convey tone and emotion. This can lead to a deeper understanding and more effective communication.
Immediate Feedback: Face-to-face meetings allow for real-time discussion and immediate feedback. This can lead to quicker decision-making and problem-solving.
Building Relationships: They can help build stronger relationships and foster a sense of team unity. Seeing each other face-to-face can create a more personal connection and promote trust and collaboration.
Engagement and Focus: In face-to-face meetings, participants are often more engaged and focused on the discussion at hand. This can lead to more productive meetings.
Clarification and Understanding: They provide an opportunity for immediate clarification of any misunderstandings or confusion. This can ensure everyone is on the same page and can help prevent miscommunication.
Creativity and Innovation: Face-to-face meetings are often more conducive to brainstorming and creative problem-solving. The dynamic nature of in-person interaction can spark new ideas and innovative solutions.
Striking the Balance
The key is to strike a balance between emails and meetings. Research on meeting expenses in 2021 by Fellow shows that meetings cost companies between $43,008 and $56,448 per manager annually. Before scheduling a meeting, it’s important to have a clear purpose and agenda. This helps avoid the common complaint of “this meeting could have been an email.” If the purpose of the meeting is to simply disseminate information, an email might be more appropriate.
On the other hand, if an email thread is becoming too long and convoluted, it might be a sign that a meeting is necessary. A good rule of thumb is if an issue takes more than three emails to resolve, it’s probably better to have a meeting.
In conclusion, both emails and meetings have their place in workplace communication. By understanding when to use each, we can communicate more effectively and efficiently. Remember, the goal is not to eliminate one or the other, but to use each where they shine the most. This way, we can avoid the pitfall of having meetings that should have been emails, and vice versa.
Insights to Action
Now that you’ve learned about the power of emails and meetings, take a moment to reflect on your own communication habits.
Are there meetings that could have been emails? Or long email threads that should have been meetings?
Start applying these insights and tips in your daily work routine. Remember, effective communication is key to a successful team, and I’m here to help.