Technology intrusions cost companies dearly

In fact, stress-management seminars often reveal executives driven to wits’ end by their own inboxes.

During one session at the aerospace company Lockheed Martin, many managers vented this frustration--until one raised his hand.

“It’s not a problem for me,” he said. “I’ve gotten my e-mail checking down to twice a day.”

He explained that his staff knew he preferred to communicate by phone and they don’t send him e-mail unless it’s important that the information be in writing.

And because he checked e-mail only twice daily, they had been weaned from the idea that they’d get an instant reply.

Chances are this wasn’t just good for the manager, but for all his employees, too.

By modelling interruption-management, he was likely reducing the volume of interruptions throughout his division.

Everyone understood that he viewed excessive messages as a drain on his performance--and by extension, theirs.

One thing was clear that day at Lockheed: When the manager volunteered his solution, it was as if he’d levitated. Other managers looked stunned. And envious.

Joe Robinson, a business coach and trainer, is the author of Work to Live and the audio CD The Email Overload Survival Kit.