Many bosses are fretting about their memos. When I recently wrote about the epidemic of prolific and inappropriate memo writing, it got many bosses second guessing their next memo. Among memo-writing bosses, I heard from a woman in Pennsylvania who after reading my column asked her staff if they thought her memos were caustic or berating. They said no. But then again, would they really tell her if they thought her memos were out of line?

If you write memos and wonder how yours come across, show a sample memo to a colleague who can give an objective opinion. Ask what tone it conveys and whether your point is clear. And if you’re asking people to take action, is it clear what you want them to do?

This same manager said she gets teased about writing so many memos. But with thirty employees who work three shifts, communicating via memo is the only way she says she can inform and instruct her staff. Other managers at her company rely on word of mouth which, she says, "has caused much confusion with some people knowing what’s going on and others not. I do not like taking that chance, preferring all are on the same page and operating in sync as much as possible."

Of course just because something is in writing doesn’t guarantee everyone understands the message. When you sit down to write a memo, establish your objective. Ask yourself: Why am I writing this? To inform, to persuade, to inspire or instruct?

Give yourself plenty of time to craft the message. Another manager told me he worries because he’s inclined to write memos on the fly. "I don’t want to offend anyone or sabotage my objective. So I always end up putting in more time than I had planned so I won’t be misinterpreted."

Some memos are written in response to something that went wrong. In this case, write your memo, get away from it then reread it to make sure you’re not berating.

Another manager said he is always cautious in his memo-writing because of how easily memos can be routed and "can come back to haunt me." Even if you have nothing to hide, sensitive subjects or inappropriately worded memos can be misunderstood.

Memos tend to be thought of as negative or simply instructive. But they can be written to give praise. The authors of Dealing With Problem Employees suggest giving notes of "kudos" to commend people who have done something especially good. But, say authors Amy DelPo and Lisa Guerin, don’t make a promise like, " ‘You’re going to go far here.’" A court might hold you to it.

What about writing a memo to let an employee know you’re not so happy about their performance? There’s no need to wait until a formal evaluation to tell someone their performance has slipped, they say. You can send what they call "ticklers," a note such as a tip that tells the employee he or she needs to adjust their performance.

The note might offer advice or just remind the person of a goal or standard that won’t be met unless some behavior changes. But be careful. These are intended to be "friendly reminders from a caring boss, not a constant barrage form someone who is watching like a hawk."

© by Andrea Kay