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Sorry, wrong number
Some executives will do anything to avoid returning calls

BY: MICHAEL STERN May 7, 2005


The legendary Washington correspondent Jack Anderson once revealed his formula for getting people to return his calls. When assistants asked what his call was about, Anderson would say: "Malfeasance."

Few business people today could get away with a ploy like that -- although I know a few who are ready to try.

More and more professionals I meet are lamenting how difficult it is to get calls returned today. This doesn't apply only to annoying sales calls. That might be understandable. Ordinary follow-ups on previous business also frequently get this "silent treatment" -- even when someone is simply attempting to move forward an agenda that the call recipient had previously identified as urgent. "All I'm trying to do is be proactive on this project. But I'm being ignored and I feel like a bill collector!" says one frustrated marketing consultant.

Entire business relationships are hanging in the ether as people wonder why longstanding colleagues aren't calling them back. So what's the explanation? Overwhelming time demands? Simple rudeness? Poor prioritizing?

We all know that business people are busier than ever, so that's certainly one reason for this outbreak of inertia. But I also see this as a symptom of the overall deterioration of manners in the workplace. Once, it would have been considered plain rude to ignore business peers and colleagues who are calling on legitimate business. Now, in this era of over-communication and spam, many people feel it's perfectly alright to ignore messages and offer no explanation.

Y'know what? It ain't right! Professionals return calls. Colleagues in your business community deserve a hearing and a response.

Leaders treat other people and their messages seriously, and respond as promptly as they can, even if it is only to say that they cannot help some callers with their problem or request. Increasingly, employers judge executives by their "soft skills," and those include empathy, as well as your ability (and willingness) to communicate with all kinds of people.

The epidemic of unreturned calls could reflect another serious business issue. When it comes to moving ahead, particularly on decisions requiring an investment, many companies in today's scattershot economy are stalling as long as they can. Even trusted contacts may be reluctant to call you back just to admit that they can't get any decisions out of their superiors, their colleagues or their board..

Unfortunately, most people who neglect to return calls don't realize the true impact of their inaction. Deciding not to communicate actually communicates a very clear message -- whether or not the sender intends it. No matter what excuses you give yourself for not returning calls, people will consider your decision inconsiderate and disrespectful.

Worse still, it's only human nature to view another person's silence in the worst light possible:

"The deal must have fallen through."
"You don't believe in my project."
"You can't get permissions."
"We're not friends anymore."
"You think you're too good for me."

Are these really the messages you've been meaning to send?

The solution is simple: Call back. Or have someone return calls on your behalf. Even letting callers know that nothing has changed is better than leaving them hanging. Plus, since people's expectations today are so low, imagine the impact you can have simply by returning messages promptly and decisively.

If you're still waiting for callbacks yourself, what can you do to increase the odds of getting your calls returned? Be persistent, be professional, be upbeat. When leaving a message, take the pressure off the person who's dodging you. (Saying "this is the fifth message I've left" does nothing to ease the tension.)

Assure contacts that getting back to you will be easy and painless. Show people you value their time. Let them know the best times to call you, so they won't have to play phone tag. And if all you want is a yes, no, or simple explanation, suggest they e-mail you, or leave a message after hours. That assures them you don't want to waste their time making small talk, asking them to explain their decision or begging them to reconsider.

There is no rule of thumb as to how often you should call. But don't give up; some people may think you're not serious if you don't call back at least three or four times.

Communication is the lifeblood of business. Becoming a better communicator is a sure way to build stronger business relationships --and your career.