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278 PART 4: THE LEADER AS A RELATIONSHIP BUILDER
individuals and organizations by depriving people of the “human moments” that
are needed to energize people, inspire creativity, and support emotional well-
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being. People need to interact with others in physical space to build the connec-
tions that create great organizations. Electronic communication is here to stay,

and has brought tremendous advantages. The key for leaders is to benefit from the
efficiencies of new technologies while preventing their unintended problems. Here

are some tips for effectively using electronic communication:
• Combine high-tech and high-touch. Never allow electronic communication
to take the place of human connections. People who work together should
meet face to face on a regular basis, and leaders should get to know their
followers in real as well as virtual space. Many companies that use virtual
workers require that they come into the office at least once a month for
unstructured face time. A real-estate developer in Boston set up a free-
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pizza day once a week when widely scattered workers could come by the
office, sit around the table in his office, and just talk. 54
• Consider the circumstances. People who know one another well and
have worked together a long time can typically communicate about more
complex issues via e-mail or instant messaging than can people who have
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a new working relationship. When people have a long-term working
relationship, there is less potential for misunderstandings and hard
feelings. In addition, when all parties involved have a good grasp of the
issues being discussed, e-mail can be used effectively. A leader of a long-
standing, well-functioning team could thus use e-mail more extensively
than the leader of a team that has just been formed.
• Read twice before you hid the “Send” button. Never send an e-mail or
instant message without reading it at least twice. You wouldn’t send a
letter without reading it over to make sure it says what you meant to say
and checking the grammar and spelling. Give the same attention to your
electronic messages. Make sure you use the niceties, like saying please and
thank you, and signing your name. Be as courteous to the receiver as if
you were delivering the message in person. Another important point is to
never send an electronic message when you are angry or upset. This is a
situation that definitely calls for richer communication channels.
• Know what’s off limits. Select richer channels of communication as
well for important, complex, or sensitive messages. Layoffs, firings, and
reprimands should always be given face-to-face, or at least via telephone.
In addition, never use e-mail to complain about or ridicule your boss or
colleagues. A human resources employee at CNN tells of writing an e-mail
calling her boss all sorts of evil names, intending to send it to a friend in
another department. Only too late did she realize she’d sent the e-mail to
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the boss instead. It’s easy to do. Be careful what you write. Exhibit 9.7 lists
some further dos and don’ts concerning subjects appropriate for electronic
mail.

Using Stories and Metaphors

The Ute Indians of Utah, as well as many other native tribes, made the best sto-
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rytellers their tribal leaders. Why? Because storytelling is a powerful means of

persuasion and influence. Stories enable leaders to connect with people on an
emotional as well as an intellectual level. In addition, telling stories helps people