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Hmm, I think a little about this but not a ton. I guess I think about it more when my emails are to a small group of people instead of a large group. Have you had people give you feedback on their place on an invite?
I have never given any thought to the order people are listed on meeting invite. I think there is more to a situation if a person has an issue with this.
It seems petty but I had a situation once where the stakeholder made a comment why was he always down the bottom of the list, as his name began with "Z", and after that I placed him at the top. People do have their little idiosyncrasies.
If stakeholders are concerned about their order of appearance in an e-mail invitation the organization has some pretty big cultural issues to address!
A more common mistake PMs make is to make assumptions and not question their assumptions.
If the meeting is to a large set of invitees (more than 30), I end up sending it to all in a random order. Nobody has time to sift through and see where their name is.
If it is to a smaller group, I try and follow the project org structure (CXOs Sponsors VPs PMs Architects Project Teams). I list the customer roles first and then my project team roles.
Of course, at the start, I just send the invitation to my counterpart in the customer organisation and then I see how s/he sequences the names in the forwarded invitation.
In my job it's pretty easy.
1.Rank (within rank it's established seniority)
3. If the invites are based on appointment titles and not the name, than it is the seniority of Headquarters.
During my research folks were saying this about some of their stakeholders whether is working on a $10,000 project or a $100 Million program.
Thank you all for all the feedback.
I have never ever given any thought about the order of invitee names for a meeting. I just select the players in no particular order. I just make sure that I don't miss anyone who should be attending the meeting.
If a person is that hung up on title or rank they need to go back to preschool and grow up.
I follow seniority in position, I lived and worked in different places and cultures, and I learned to be respectful regardless of the culture that I am operating in.
One mistake with a Japanese manager was enough for me to remember the lesson for good.
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