Download Face-to-face communication for Interviews and Meetings

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.
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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.
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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
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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
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