When was the last time you remember working an eight-hour workday?

Chelsey Ross

I was always told the professional life was your typical 9 a.m. to 5 p.m. You get up, go to work, go home, and do the same thing the next day. But since graduating from college in May 2014, I have noticed that being “on the clock” in the public relations industry isn’t just a 9-to-5 position. Instead, if you don’t continually keep up with the news, social media and the happenings of your clients, you will quickly fall behind, and it isn’t easy to catch up. With the 24/7-style of the industry, public relations professionals are pushed to the max, rarely receiving much needed R&R that many other professionals can delight in. I began to wonder whether this is a societal normalcy, or is this a pressure we put upon ourselves? What happened to the evenings where we could sit back, relax and put our feet up?

A big reason is simple: increased accessibility. Our smart phone is the No. 1 issue. Now, a phone call is as simple as picking up the cell phone in my pocket, dialing a number and reaching the other person on the line. Email goes straight to an app, making it easier to check it on a smart phone than on a computer. Texts are the easiest. Simply write up a short message and press send. With that type of accessibility, we are able to continue working even after work is over with little-to-no trouble at all.

Working too much, though, is actually detrimental to our health. For example, you can lose a substantial amount of sleep. An adult should get eight to nine hours of sleep at night. The average is six hours. Stress causes a rise in blood pressure, which can lead to heart disease in those who work overtime. Additionally, our eyesight suffers. Did you know that up to 90 percent of people who use a computer complain of eyestrain? These are just the physical issues facing people who work too much. In reality, people who work overtime suffer from a suppressed social life, as well. Overtime means spending less time with family and friends. Instead, we sit on the couch during weekends, replying to emails or stalking social media for new, vital information that can help us, rather than watching TV with the family.

Luckily, many agencies understand the “go, go, go” nature of the industry, and often work with their employees to create a relaxed and understanding environment. For example, Obsidian offers flexibility in the daily schedule, allowing employees to leave the office early and finish their work at another time. If an employee is sick, Obsidian offers the luxury of working from home, so you don’t get behind on client work; the office is no longer a necessity. Obsidian also allots time in the workday for a workout, or sometimes, a much-needed YouTube or Internet surfing break. It is the small things Obsidian offers that makes their employees loyal and willing, and it is the reason they will go above and beyond to do their job at any hour of the day. 

But, next time you pick up your smart phone after work to check your email, think twice. Unless it’s truly urgent, indulge in a bubble bath, attend your favorite workout class, take a walk with your family or watch your favorite movie instead. Your body and your family will be thankful, and you may be surprised; you may feel less stressed and decreased tension, resulting in a happier, better you.

Email timeout: A four-step guide to curbing email addiction at work

Tiffany Cunningham

How many times have you left your office at the end of the day feeling like you just spent the entire day sending, responding to and managing email? And, to add to that feeling, your real “to-do” list is still there – not done? For me, it’s too many days to count. The number of emails one receives is dependent upon clients, internal staff size, client stories, newsletters, junk mail, etc. The amount of time we spend focused on email is where an important question lies: how much of my productivity, results-based work and daily job satisfaction is “lost” in the shuffle of sorting emails?

Although the inbox has become a central hub of workflow, adjustments to the number of emails coming in can be made. For example, it’s time to say ‘adios’ to those Google Alerts you set up for clients you haven’t worked with in seven months. Below are a few more suggestions I’d like to share with you to help curb email addiction and encourage efficient management of your inbox.

1. If you want to receive fewer emails, send fewer emails.
This is the golden rule of email management: Send less of it. The more you send, the more responses will hit your inbox each day.

2. Think before responding.
You may want to hit ‘reply’ as soon as you see an email, but take a step back and see if your reply will have any relevancy to the question or information sent. Instead of just sending ‘thank you,’ try to see if you need additional information or have other information to mention back to the sender. You’ll be surprised how many emails don’t really need a response.

3. Communicate over the phone.
A five-minute phone call with a client can be worth 20 emails back and forth. Sometimes, words get lost in emails (along with tone), and it’s easier to explain thoughts in more detail in a short phone call. Real conversations are worth it!

4. Bundle your responses.
No one likes receiving a ton of one-off emails with partial information throughout the day. Try to keep emails comprehensive and complete as possible. One email equals one response. Six emails equal six responses. Keep it closer to one email unless it’s an urgent news release or hard deadline. As you know, sometimes this is inevitable.

As your inbox slims down, you should have more time to focus on hard-hitting deadlines and pitching your client stories… and all the other projects you get pulled into. Don’t forget to unsubscribe to emails that have no meaning to your clients, job or have three or more sent in one day.

Have a question about emails or want to add insight into effective email management? Comment below! 

Breaking bad... News, that is.

Crissy Lintner

The other day, an interesting email came across my inbox. For privacy purposes, I’ve removed names:
 
Subject: [Name of Person] Resignation

To Whom It May Concern: [Name], our COO, has resigned.  Please erase her contact information. We will let you know when we have found a replacement COO.          
                           
                                  Sincerely,
                                  [Name], Executive Assistant

When I read this, I cringed a bit, and one of my initial thoughts was, “Well, that didn’t end on a good note, did it? Ouch!” As it turns out, I already knew about the resignation, as the former COO was a contact of mine. I was likely on this list simply because my contact information was included in her contacts list in Outlook. However, given this insight, I knew there was more than a month to plan how to communicate her resignation to key stakeholders and the public – and in what order.

Whether intended or not, the communication that I received came across as a cold afterthought that didn’t give any insight into next steps, who to contact in the meantime should we have a need to communicate with the organization or to use as an opportunity to pull in positive information about the organization.

Whether the relationship between this person and the organization ended on a good or bad note, the image conveyed should always be positive. So, here’s my 2 cents on breaking “bad” news: 

• Take time to plan a response to the situation and develop a well-thought-out letter or email for key stakeholders. 
• Remember the correct order in which you should make this announcement: internal publics (employees, board members/advisors, donors and volunteers, etc.), then external publics (media, vendors, general audiences)
• Remember that emails get forwarded and every email is an opportunity to communicate an important message about your business/organization – your mission, a new program – bright, new plans on the horizon
• Rarely is it advisable to send an announcement that gives an inkling of thought that the resignation ended on bad terms. Even if there was a negative end to a relationship, it’s good to stay above board in all communication. Again, focus on positive language. Announcements should be from an upper-level executive, such as the CEO, rather than an assistant or office manager.

It is never desirable to lose a key team member like a COO or to have to share bad news with your stakeholders. But when it does happen, use it as an opportunity to share other great things, not just close a chapter in your HR history book.