On cold emails and initiating conversations

A saved advice note for some early-career folks on the strategy of starting conversations and getting the ball rolling

One of the most important things to consider, when cold emailing or replying to emails, and in general:

How much rapport and grace do you have with the person?

If you are already solidly “in” with them, and they have a sense of respect or investment in you -- it’s often better to just get the message to them, especially if they are in a space or carry themselves in a way where they are familiar to and open with the development of others.

Exceptions: difficult personalities, hierarchies

The obvious counters to this are: the personalities who need something very precise and in a particular format to reply to; they should be handled with care, and picking your battles or your asks is a different ballgame.

Or, if someone is vested (by choice or force) in particular hierarchical communication structures, being savvy of what those limitations are will help you -- even if it’s a matter knowing the rules so they can be broken given the appropriate time or method.

The Key: make a clear and concise request

But I see a lot of early career folks wondering if/when/how to send emails, and most of the time it’s better to get the conversation started than hem-and-haw or fuss about perfect language; if someone wants to have the conversation with you or give you the time, they will.

So a simple, concise request to receive that conversation / attention / response from them is sufficient.

Expanded context to consider

There is a particular flow and inertia to all of this, and there is a divide between people who have had to manage projects , plan research, or do programming -- that those who do not are often unfamiliar with.

Many things come down to figuring out if (as an applicant or joiner-of-projects) you can find a way to get in that flow and part of the caravan of activities that the host (org, or person directly) is managing; and on the other side, the manager of the activities needs to assess whether or not you can fit in, keep up, and are worth the investment.

Understanding where you are in all of this is another key to understanding communications, requests, timing, and potentials for involvement.