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Face-to-Face Communication for Interviews and Meetings Checklist 096 Introduction In an age which has seen the development of a growing number of digital communication technologies, and the increasing globalisation of business, face-to-face communication is no longer the only option open to managers for getting their messages across. In some contexts – the management of remote teams, for example, opportunities for face-to-face communication may be limited. Electronic communications by telephone, email and social media platforms are in daily use and offer alternatives which are effective for many types of communication. Effective face-to-face communication nonetheless remains a vital skill which can make a substantial contribution to personal and organisational success. It is clear that there are some situations which can be more easily and effectively managed face to face and some would even argue that there are advantages to face-to-face communication which cannot be fully replicated through the use of digital media. A few well chosen words can make the difference between a message which is rejected or misconstrued and one which is understood and achieves its purpose. Similarly, the time and place chosen for the delivery of a message, the approach taken or the tone of voice used, can have a powerful impact on the response it elicits. Remember that communication is “in the ear of the receiver”. It is, therefore, important to ensure that those you are addressing have understood the message you are communicating and to be sure that you have understood what others are endeavouring to communicate to you. Communication may be one-to-one, as at a performance appraisal interview between a line manager and a team member or one-to-many as at presentations and meetings. This checklist focuses principally on one-toone communication. It provides pointers to the main factors affecting interpersonal communication in a range of organisational contexts and gives practical guidance to help managers to make their communications as effective as possible. Definition Face-to-face communication is a process of personal interaction during which messages (including ideas, opinions, information, feedback, instructions, feelings and so on) are passed from one person to another. Within the organisation, face-to-face communication takes place in many different contexts and for many different reasons. It may be upwards, with your own boss or other senior staff; downwards, with junior staff who report to you or to other managers; or sideways, with colleagues. Externally, face-to-face communication covers a range of encounters, from those with suppliers, clients or customers, competitors and industry peers. All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher. Action checklist 1. Consider whether face-to-face communication is needed Decide whether you really need to give your message in person, face to face, or whether other methods could be just as effective and save you time. If it is simply a case of giving factual information, for example, and you know that the recipient will be clear about how to act on the information, an email may be the most time-efficient method. If, on the other hand, there is a need to discuss difficult or sensitive issues, a face-toface meeting will be more appropriate. Consider, too, whether it would be helpful to forward information or documents to the person in question in advance, so that they have the time to review them and form a view on the matter before the meeting. 2. Clarify the purpose of the communication and its expected outcome Think about what you expect to achieve from the encounter. Distinguish between your long term goal (for example to ensure that a major project is delivered on time and within budget) and the shorter term goal of what you expect to achieve from this particular meeting. This will provide a benchmark against which to judge whether the communication was effective. Practitioners in the field of Neuro-Linguistic Programming (NLP), which focuses on how beliefs and feelings influence our responses to language, ask themselves a set of questions before making a communication: What do I want to happen as a result of this interaction? How will I know whether this is starting/going to happen? What will I: a. see the person doing? b. hear them saying? c. feel about the atmosphere? 3. Choose the time and place Choose a time when the person you need to speak to will be able to give you their full attention. Don’t raise an important matter which needs consideration at a time when the other person is under pressure to meet a deadline or is expected at a meeting elsewhere. Consider the most appropriate setting for the meeting, the level of privacy required and the facilities you might need. If you are fixing a time and place in advance, make sure that both parties are happy with the arrangements. Be realistic and set a time limit within which you can reasonably expect to achieve your planned outcome. With open-ended communications, such as counselling interviews, discuss the timing with the interviewee first. 4. Prepare yourself Decide how much of the communication you can plan in advance. It is particularly helpful to do this when the desired outcome is known, is of critical importance and needs to be unambiguous. This includes, for example, key contract meetings with clients or suppliers, disciplinary interviews with junior staff or critical progress meetings with senior staff. Only take an unstructured approach where the purpose of the communication is to seek information or to counsel. In some cases, you may need to gather relevant information or put appropriate documentation together. 5. Consider your use of space Respect the personal space of those with whom you are communicating and think about the physical distance which will be appropriate to the context - too close and you will be intimidating; too far away and you could appear threatening or distant and uninterested, depending on the context and the relationship you have with the person you are speaking to. Bear in mind, also, that this may vary depending on the cultural context. If you need to compete, negotiate or argue, you may wish to adopt an assertive stance, positioning yourself directly opposite the other person, but if you are seeking cooperation and collaboration you may want to place yourself side by side with them. Think too about the layout of the room where the encounter or meeting is taking place and decide whether a formal or an informal setting will be more conducive to success. However, be wary of using your desk as an artificial barrier or to reinforce your status. All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher. 6. Ensure you are in the right role to achieve the outcome you want Assume the role you need to secure your outcome, such as tutor, adviser, boss or salesperson. Do this consciously and don't slip into another role during the meeting or allow yourself to be led into one. Ensure you select an appropriate role: don't attempt to discipline someone if you have assumed the role of friendly adviser. Only change roles if the outcome you are seeking changes during the meeting. 7. Greet the person appropriately It is important to ensure that you have the attention of the person you wish to communicate with before you launch into your pitch. Tailor your greeting to the relationship you have with them. In some cases it may be helpful to establish rapport before addressing the matter in hand, by smiling and asking how they are, but beware of appearing to be insincere or of beating around the bush instead of coming to the point. Depending on the situation, decide whether a businesslike approach or a more conversational tone will be appropriate. Be aware that some people may be nervous or inhibited, even if they appear at ease, especially if you are in a senior position. 8. Adopt the right tone Use a tone that is appropriate to the role you need to play without appearing artificial. If you are seeking information, be relaxed, open and warm; if you are conducting a disciplinary interview be firm and businesslike. Be wary of using the wrong tone or style or you will send a confusing message to the listener. 9. Set the scene Begin by quickly providing background to the issue to be discussed and summarising previous meetings or conversations. Ask for an update or new information and avoid second-guessing what the other person will say. Present your own case openly and don't be devious or clever. Aim to focus the minds of both sides on the factual issues before progressing to remedial action or a solution to a problem. 10. Be aware of attitudes, values and expectations Face-to-face communication is very heavily influenced by our beliefs and values so try to be aware of the other person's viewpoint and take into account what you already know about their behaviour and approach. If you are aware of the results of any psychometric assessments, you can use this knowledge to plan and steer the interaction. Ask yourself how the other person views the issue and try to anticipate any barriers or difficulties which could prevent you achieving the outcome you desire. For example: a person whom you know to be reserved in character or to take a, factual and detail-driven approach is unlikely to be comfortable or motivated to act if you present yourself in an overly extrovert and passionate style. Respect their values, but be wary of introducing prejudice by assuming that all employees in a certain group will view things in the same way. 11. Understand and manage the pressures both parties are under Be aware of any possible concerns the other person might bring to the encounter which could block progress. For example, doubts about their competence to do a job, uncertainty about their career prospects, fears of what colleagues might think, or concerns that they may be asked to compromise on quality by rushing a job may underlie their responses. Recognise and face up to the pressures on yourself, such as the need to act fairly, legal requirements, deadlines and time pressures. 12. Develop your questioning and listening skills Strike the right balance between asking open questions to elicit information, particularly at the beginning of the interview, and more specific questions to tie down the details. Use signals and gestures, to reinforce your message and convey shades of attitude and expression. Listen carefully to what the other person says. Be aware of their body language and non-verbal signals and use these as an indicator of whether your message is being understood and correctly interpreted. Listening in a focused way and reflecting back what you have heard will help to ensure that you have a full and clear understanding of what the other person is saying and give you additional insights into their thoughts and All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher. feelings. Furthermore, the other person to will feel valued, respected and understood and this will make it easier for them to be open and honest in their communication with you. 13. Bring the encounter to a close Actively steer the encounter toward a conclusion. Use closed questions to check your understanding and assumptions. Identify the main points the other person has made and use their words to summarise the key conclusions. 14. Stop once you have achieved the desired outcome If you have set a clear objective for the meeting and achieved it, then bring the meeting to a close. Don't dilute the impact of what you have said by going over it all again or straying on to another agenda. Being tightly focused on the outcome of a communication will save time and enhance effectiveness. Managers should avoid: trying to address an important issue at a casual encounter when time is short setting an over-ambitious agenda for a face-to-face meeting - you will confuse the other person and finish without achieving any of your objectives adopting the wrong role or style for an encounter or allowing yourself to be led into one that is inappropriate forgetting that successful face-to-face conversation is as much about listening to the other person as it is about telling them things. National Occupational Standards for Management and Leadership This checklist has relevance to the following standard: DD1: Develop and sustain productive working relationships with colleagues Additional resources Books Conversations that get results and inspire collaboration : engage your team, your peers and your manager to take action, Shawn Kent Hyashi New York NY: McGraw-Hill Education, 2013 This book is available as an e-book. Crucial conversations: Tools for talking when stakes are high, 2nd edition, Kerry Patterson, and others New York NY: McGraw-Hill, 2012 This book is also available as an e-book. Difficult conversations: How to discuss what matters most, Douglas Stone, Bruce Patton, Sheila Heen, London: Portfolio Penguin, 2011 John Adair's 100 greatest ideas for brilliant communication, John Adair Chichester: Capstone, 2010 Just listen: discover the secret of getting through to absolutely anyone, Mark Goulston New York: AMACOM, 2010 The communication problem solver: simple tools and techniques for busy managers Nannette Rundle Carroll, New York: AMACOM, 2010 This book is also available as an e-book. All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher. This is a selection of books available for loan to members from CMI’s library. For more information see: www.managers.org.uk/library Journal Articles Difficult conversations, Jan Rabbetts and Pam Jones Training Journal, Jan 2014, pp 28-31 The art of communication, Guy Millar Training Journal, Dec 2013, pp 20-23 How to speak so people listen, Mike Clayton Training Journal, Dec 2013, pp 37-41 The executive’s guide to better listening, Bernard T Ferrarri McKinsey Quarterly, 2012, no 2, pp 50-60 This is a selection of journal articles available for members to download. More information at www.managers.org.uk/libary. Related checklists Ensuring clear communication (200) Conducting a performance appraisal (036) Undertaking a disciplinary interview (109) Steps in successful selection interviewing (107) This is one of many checklists available to all CMI members. For more information please contact t: 01536 204222 e: [email protected] w: www.managers.org.uk Chartered Management Institute Management House, Cottingham Road, Corby NN17 1TT. This publication is for general guidance only. The publisher and expert contributors disclaim all liability for any errors or omissions. You should make appropriate inquiries and seek appropriate advice before making any business, legal or other decisions. Where legal or regulatory frameworks or references are mentioned these relate to the UK only. Revised Mar 2014 All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher.