In fact, the nonprofit organization's email receives between 150 to 200 emails daily, with about half of them being unimportant. Meanwhile, between 75 and 100 emails are often left unanswered, which usually require some form of response. However, it is impossible to respond to all messages at once.

It is worth mentioning that these tips address aspects of the problem rather than its causes, as the real reason lies in factors primarily related to adaptation and culture. We have long been accustomed to the culture of email, along with a set of unwritten rules about how to handle emails, and this culture has become so entrenched in us that we feel upset if we do not respond to all messages within a day or two. Moreover, we have grown to believe that even the messages we did not wish to receive are, in fact, our responsibilities.

Some time ago, we adopted an email charter, which includes a list of agreements that we all must work on to reduce emails. This includes avoiding attaching the email addresses of multiple individuals in the same message, as well as adding attachments. Nevertheless, the issue of the overwhelming number of emails remains unresolved.

Therefore, I suggest a series of agreements regarding email that we need to implement, which relate to our attitudes and perceptions, as nonprofits urgently need to change the prevailing mentality regarding email.

  1. Most replies to emails are courteous, not obligatory:

Many emails fall outside our work scope, so the organization should not treat them as responsibilities. Thus, the organization should only respond to emails that fall within the framework of its core duties, without the need for courtesy to the public.

  1. Not all emails can be answered:

There are indeed strategies within some organizations that require responding to all emails received from donors within 48 hours. However, it is not easy to respond to all emails with the same level of care and attention. Yet this does not indicate indifference from the organization, nor does it diminish the value of the person who sent the email.

  1. 3. The organization's staff should not feel annoyed by the public following up:

If the organization does not respond to an email for some reason, it should not be annoyed by people sending emails a second or third time, or calling, or trying to reach out through other means. Naturally, after receiving eight emails without a response, it is better to assume that the donor is not interested in collaborating with the nonprofit in the future, and this should not be taken personally.

  1. Our email inboxes are not a measure of functional effectiveness or personal value:

It is important to note that responding to all emails is not a measure of the success and effectiveness of the organization's work. However, many people unconsciously link replying to emails with professional competence, effective communication, and personal accountability, which is unrealistic, as many successful nonprofits do not respond to all emails. Additionally, being preoccupied with replying to these messages often leads to a lack of productivity.

  1. There should be no guilt over not responding to emails:

The organization should avoid the apologetic approach, as it creates a continuous chain of unnecessary apologies.

  1. Email should not be used as a means to avoid face-to-face conversations:

The organization's staff often use email as a shield to avoid interactions that take place during phone calls or face-to-face conversations. For them, it is easier to deal with various parties via emails.

  1. Email should not impact the relationships of organization members with their families and friends:

Email is an effective way to stay in touch with others, but ironically, it inhibits real-life interactions.

  1. These agreements apply to various forms of communication:

In addition to responding to emails, responses should also be given to tweets, messages from various social media, blog comments, and other communication methods with the organization.

Source: GuideStar