How to write emails to large audience on controversial topics
Scenario
This is generally a tough nut to crack. The typical way of handling such situation is by having a meeting. But getting hold of a large number of busy people is not always practically possible. If we miss out on a few key stakeholders, then the decision will be incomplete.
Hence project managers are many a time required to manage with sending emails. Before getting into solution space, I would like to mention key underlying conditions of this particular scenario which is a practical example that I personally faced many times.
There are many participants whose primary objective is to impress the big boss in the email chain. This is typically someone at VP level or beyond. A project manager need to be extra careful with these people.
There are some people who do not want to be involved in the decision making OR who do not want to take the risk of casting their vote for a particular decision. This allows them flexibility to challenge the decision later if the decision backfires.
There are also some even smarter people who will come up with more actions for the project manager before a decision can be made. This is a typical "stall" tactic that will either force the project manager to get defensive and pick-up non value added actions OR buy more time after which this decision is no longer needed.
As a Fresh Project Manager
The first mistake I used to make was to ignore all the three points mentioned in the scenario. I used to assume that everyone in the email has only one objective – the success of the project. With years of experience, I came to know the reality is FAR away from this!
Another mistake I used to do was – to assume that the folks in the email understand technical details of the topic. Based on this assumption, I used to skip important details. This resulted in more follow-up emails leading the project manager to get defensive and in the process of back-and-forth, the fundamental topic of decision-making will be lost.
The final mistake I typically made was – not providing clear options for decision making and not providing clear deadline. By leaving it open ended, I would have provided an opportunity for many to use that opening and run away from the uncomfortable decision-making process.
With a Salt -N- Pepper Look & Many More Battle Wounds
The one line answer is – Avoid the 3 mistakes mentioned earlier. On top of that, below are a few tips:
Start the email with a background section. Do not assume that people are already aware of the background. In other words, do not give an opportunity for people to ask basic questions and get you into a defensive position OR side-track the topic.
Do your homework on the topic. Provide as many technical facts as possible to ensure there is no source of confusion.
Do not give all the details that you have. This email is not to SHOW-OFF all the knowledge you have. Provide only those details relevant to the topic. The focus is in depth and not on breadth.
Provide clear options for the decision. Also provide your recommendation along with reasoning for your recommendation.
Provide a clear deadline by when you expect an answer. Clearly state that - No response by the deadline would mean, they agree with your recommendation.
Make sure to mention that you are not pushing for an option to make your life easy. On the contrary, the decision is purely for the success of the project.
Last but not least, pre-align with a few important stakeholders who are aligned with your thinking. Request them to respond quickly supporting your recommendation. This adds a lot of impetus to your objective.