Communicating clearly in one-on-one discussions demonstrates to your employees that you are both in touch and available. Given the digital world in which we live, it is often tempting to “hide” behind technology and not communicate with people on a one-to-one basis.

Yet personal interaction is often how truly effective business relationships are born. Managers need to cultivate their speaking skills in order to articulate ideas to both individuals and groups.

THE NONVERBAL NEXUS

How do other people “read” your tone of voice or body language? Your gestures, facial expressions, movement, and body posture are all nonverbal cues that express what words might not. Smiles and an extended hand, for example, signal openness. Frowning or being too serious, on the other hand, might suggest you are inapproachable, moody, or uninterested.

Nonverbal signals can be misinterpreted however. Emphatic gestures can be misconstrued as expressing anger or dismissiveness. If your facial expression never changes—which can in fact be a sign of focused attention—some people may think you have “tuned out.” Poor posture may suggest that you lack confidence or don’t believe what you say—an interpretation that may harm your credibility. Many people are in the habit of folding their arms, but this gesture is often viewed as a sign of disagreement, resistance, or lack of openness.

In short, nonverbal signals say volumes about your interest in what the other person is saying. The best form of nonverbal communication is listening attentively to what others say.

ONE-ON-ONE DISCUSSIONS

Communicating with employees is a two-way street. Aside from showing respect for their opinions and ideas, inviting feedback from employees keeps you in the loop.

Let employees know you have an “open door” policy for them to voice frustrations, concerns, and expectations. Convene a meeting with employees to generate feedback. Not only does this produce terrific ideas, it also reinforces to employees that their efforts are appreciated by their bosses.

By developing and emphasizing verbal communication, you contribute to your company. Employees are more likely to want to work for you and to respect you. You will be viewed as having credibility and integrity.

Giving Feedback

At no time are communication skills more critical than when you are offering feedback to your employees. Regular feedback creates a sense of camaraderie between managers and the workforce. Workers are more willing to go the extra mile for managers they view as supportive and interested in their daily work. The more employees understand their responsibilities and the goals you have set for them, the harder they will work to attain them.

A manager should speak with precision when giving feedback, setting expectations, and coaching employees. Strive to be specific with your comments rather than general. Telling someone they did a “fine job” makes them feel better but won’t help employees zero in on what they did well or help them replicate that positive performance in the future.

Instead, give specifics when discussing performance and tasks with employees. For example, you might say: “Jeff, your work on this project has been superb. I know you’ve met tight deadlines before, so you’re an old hand at this, but how close are we to the next milestone? We have about a week to go. Is there some way I can help?”

The above message conveys a challenge (tight deadline) and expresses confidence that Jeff will meet it nonetheless. The manager also offers to help, showing no reluctance to get his hands dirty.

The number-one impact that managers have on their companies is the ability to win the confidence of employees through credible, consistent face-to-face communication. Thus, offer feedback frequently. Don’t relegate it to quarterly or yearly performance reviews.

Offering Praise and Encouragement

It’s important to provide not only clear direction on work projects, but also encouraging words and praise for a job well done. Recognizing employees’ efforts and accomplishments is a hallmark of strong leadership: It breeds more loyal and productive workers and sets your firm apart as a desirable place to work. It also helps keep turnover low. You will be surprised what a few words of thanks can do.

When the time comes to thank employees, be sure to do so publicly in front of their peers. This holds true whether it is an individual or a team that is being recognized. Acknowledge all contributions to a project, however small. At a meeting, you might say something like, “Janet Peterson brought to our attention that the color registration was off on the new brochure. Thanks, Janet, for catching that before we sent them out.”

Shining the spotlight on employees for a few minutes gives them immense satisfaction and instills a sense of pride in their achievement. Moreover, the value these public displays serve in motivating other employees is immeasurable.

Providing Constructive Criticism

Most employees welcome constructive feedback. Diligent workers usually will respond favorably to negative feedback if it is relayed in a supportive, understanding manner. At times, your words need to reprove or warn those who aren’t pulling their weight. Even here, your words should not sting but rather serve as motivators.

When delivering criticism, adopt a neutral tone and focus on the person’s behavior and performance rather than attitude. Stress your willingness to help this person succeed. Offer training or other resources at your disposal that could deepen the employee’s knowledge and skill base.

If your input is meant to bring about a change in behavior, target the results you want to see. You may want to ask the person if you can make a suggestion as opposed to giving a directive. Suggestions enable employees to learn new ways of doing things. “That screen might hold better if you used a bigger screw” is more useful feedback than telling someone, “The screen is falling out. Fix it.” A typical conversation might go like this:

John, the manager: Hey, Tamara, may I make a suggestion?

Tamara: Sure. Go ahead.

John: Please don’t misunderstand me. We all love your enthusiasm for this project and the ideas you bring to the table. Don’t ever lose that. On the other hand, your ideas might get taken more seriously if you didn’t interrupt so often when others were speaking.

Tamara: Wow, I wasn’t aware I did that. Thanks for pointing it out. I’ll try not to.

Naturally, suggestions tend to be better received than orders. Even when giving directives, keep an open mind to employees’ suggestions. This may not always be possible, but you should strive to build an atmosphere of trust and mutual communication.

Soliciting Feedback

Accomplished managers must not only be able to give feedback to employees. It is sometimes helpful to solicit it from them.

If you are comfortable doing so, tell those you manage that you are open to receiving constructive criticism on how you can do your job better. Most employees would never dream of approaching the boss to offer criticism, but letting people know your door—and more important, your mind—is always open encourages trust and candor.

Absorb employees’ comments in an impartial manner. If, after listening to feedback, you aren’t persuaded by an argument, explain why. Regardless of whether you agree or not, tell the individual that you appreciate honest feedback, and invite a continued dialogue in the future.

Of course, the best way to defuse criticism is to stay on top of things. Talk often with employees about jobs or long-range projects. Repeatedly ask if they have everything they need to do their jobs. Solicit their feedback on ways things can be improved. Former New York City mayor Ed Koch understood this principle. “How am I doing?” Koch famously would ask when shaking hands with people all around the city. Asking for regular feedback will help you become a more responsive and capable leader.

Discussing Employees’ Performance

If an employee’s performance starts to lag, the first step is to find out why. Approach the employee and honestly express your concern. Be sensitive. Avoid threats and coercion, which are the habits of bad managers and demoralize rather than motivate. Find out if personal issues are weighing on the employee’s mind.

Remember all disciplinary discussions should revolve around performance and job goals. After you’ve discussed the employee’s performance, wait a while—perhaps several weeks—to see if the individual turns things around. Sometimes, a word of encouragement is enough to reignite someone’s commitment to the job.

If you don’t see improvement, call the person in for a meeting. Let the person know in advance that you want to talk to him or her. Let the employee know you appreciate his contributions. But express your disappointment that things haven’t improved. Let the person know the consequences of continuing to underperform.

A one-on-one meeting may reveal the reasons behind a person’s performance lag. Perhaps all the person needs is some focused training in a particular aspect of his job. Perhaps there are institutional roadblocks obstructing his efforts. There may be personal problems distracting the employee. In some cases, an employee genuinely could be giving his best and simply be ill-suited to his current position.

Your job is to stay abreast of the many variables that can affect workplace performance and productivity. This involves acquainting yourself with your employees’ competencies and potential by committing to a policy of “open door” communications.

Still, there may be times when you will need to put your foot down. Disciplining employees is probably the most difficult task you will face as a manager. The manner in which you deliver a disciplinary message is as important as its content. Be firm and supportive at the same time. It’s best to avoid ultimatums.

Firing Employees

Sometimes letting someone go is unavoidable despite your best efforts. When breaking the news to an employee, do it in private and discreetly. Summarize your reasons for dismissal, focusing on the employee’s performance, not on the person.

No matter how justified the dismissal, the person is liable to be angry. Allow him to vent his feelings, but don’t retreat from your stance. At all costs preserve the individual’s dignity, despite any personal conflicts that may exist between the two of you. Wish him well and express your regret at needing to take such a drastic measure.

TELEPHONE: THE RULES OF ENGAGEMENT

According to a 1999 study conducted by etiquette consultant Eticon Inc., 8 out of 10 people surveyed believe rudeness in business is on the rise. Telephone manners are at the root of over 60 percent of rudeness complaints. Reviewing the following tips on proper phone manners will help you make telephone conversations more productive.

Create a good impression. Answer the phone as soon as possible, certainly after no more than three rings. Stick to a formal tone of voice during your greeting and speak slowly. Here are a few examples of professional greetings:

“This is Jeff Warmouth. How may I help you?”

“Hello, this is Jeff Warmouth speaking.”

“Hello, this is Jeff. How may I help you?”

Unless directed otherwise, don’t add company slogans or catchy sales phrases to your greeting. They just delay the caller from saying what he wants to say.

Your attitude and mood come through loud and clear on the phone. Smile when you’re talking on the phone. According to Nancy Friedman, who runs the communication training company The Telephone Doctor, callers can instantly detect a smile—as well as the lack of one. Even if you’re having a bad day, never take it out on the caller.

Turn off distractions. Don’t answer the phone or initiate a phone call if you are in the middle of a conversation with someone else or engaged in a meeting (unless you are bringing the caller into a conference call with everyone present). Be considerate of others.

Don’t leave them hanging. Never leave someone on hold for too long. If you must put someone on hold, please alert or ask them beforehand (“May I put you on hold for just a minute?”). After you’ve taken the caller off hold, make sure to thank him or her for holding. If you are not at your desk to take a phone call, respond to voice mails or messages in a timely manner, at least by the close of business that day. Instruct your staff to do the same.

Leave clear messages. When leaving voice-mail messages, keep them simple and to the point. Identify yourself by your full name, even if you’ve spoken with the person before (unless, of course, the person is a colleague you talk to frequently). Provide the name of your company and your job title if necessary. Speak slowly, and enunciate. Try to keep your messages as brief as possible. They should not exceed 30 seconds. If you request a call back, leave your telephone number along with the best time to call.

Placing a difficult call. If you are about to speak with someone concerning matters that are difficult or controversial, first take the time to plan how to approach the conversation. Ask yourself: How difficult will it be for this individual to handle what I have to say? What words or approach will soften the blow?

When you do place the call, first ask if the person has time to talk with you. Without getting into specifics, let the individual know the matter requires urgent attention. If the person can’t talk at the moment, schedule a time to talk later. Always keep your tone professional by speaking in a moderate voice. Be genial even while being firm. To the extent possible, don’t discuss personnel matters on the phone. Try instead to meet privately with the person.

Receiving a difficult call. Answering a surprise call on a sensitive topic requires deftness and quick thinking. Usually these calls come from people who are upset about something—for example, a customer fuming over bad service or a boss delivering unexpected news. In these situations, grace under pressure serves you well.

Let the caller blow off steam, but slow the pace of the conversation by repeating what the person has said or asking for clarifications. Do your best to prevent the conversation from escalating and try not to be baited into an argument. Avoid sounding defensive. Instead, answer whatever questions you can and commit to finding answers to those you can’t. Apologize for any mistakes on your or your company’s part, and promise to follow up. At all costs, keep your cool. Don’t try to win an argument; try to win the person over.

Receiving unwanted phone calls. Although it might be tempting to abruptly brush off cold callers or misdirected phone calls, it is never a good idea. How you handle annoying “cold calls” says a lot about your professionalism. If you get a phone call that should be handled by another person or department, politely help the caller reach the intended person by supplying the name and number of the person who can help or by transferring the call.

CONFERENCE CALLS AND VIDEOCONFERENCING

Communicating with people in far-flung locations is much easier today than it was decades ago. Conference calls save you from traveling to meetings across town, or across the country. You can bring together the various parties via phone so everyone gets the information at the same time.

As companies and business go global, videoconferencing enables people to communicate with each other all over the world, using webcams, software, and computers. They are able to see each other and exchange information just as though they were sitting across the room.

Videoconferencing is still evolving, however, and the technology is far from perfect. Software glitches and equipment failure may disrupt your videoconference, so always have a fallback plan. Participants should know beforehand what to do if the camera loses its signal or a power outage wipes out your high-speed telecommunication line.

Leading the Conference Call or Videoconference

Efficient phone and videoconferences demand organization and planning. If you are leading the conference, you will be in charge of facilitating the discussion, making sure the whole agenda is covered, and tracking time.

First, familiarize yourself thoroughly with any material up for discussion and draft an agenda if necessary. Be considerate of other people’s schedules and start on time whenever possible. You may wish to wait a few minutes for everyone to join the conference, but don’t hold up the call or videoconference for latecomers. Depending on the number of people and their familiarity with one another, introductions may not be needed or otherwise take only a few minutes. If you are conducting a conference call, remind people to identify themselves again should they choose to speak during the call.

Except under extreme circumstances, keep your call to the allotted time. Allocate a set number of minutes to discuss each item on your agenda, and then move to the next item. If you think the call or videoconference will run longer than expected, give participants the option of continuing the call or signing off. If by the end of the scheduled call there are still agenda items to be discussed, ask participants to schedule a follow-up call. Close the meeting by summarizing all the items that have been discussed and thanking people for their time and input.

PRESENTING IN PUBLIC

Managers who can deftly explain complicated information with a few well-turned phrases increase their chances of assuming greater responsibility. But presenting material in front of an audience—whether in a big auditorium or in a small conference room down the hall—can be intimidating. Even when speaking before people we know well, we all have experienced fluttering stomachs and sweaty palms.

The key to preparing oral presentations is to allow yourself enough time to research and digest the material you will be presenting. First sketch a bare outline of your ideas on paper and rework it until you are comfortable with it. This process is highly intuitive and likely to involve writing and revising your presentation script numerous times.

Know your audience. Learn as much about your audience as you can beforehand. Will you be presenting in front of people you know? Does your audience share similar interests and knowledge? Will you be presenting information that many in the gathering probably have never heard about? Knowing and understanding your audience will help you adjust the content of your presentation accordingly.

Practice makes perfect. If you are new to public speaking, use a tape recorder to get comfortable hearing the sound of your own voice. Rehearse your presentation in front of friends, family members, or colleagues and ask them to critique your delivery, body language, and facial expressions. Find out if they understood the basics of your talk by asking them to summarize the main points of your presentation.

Set up your props. If you will be using a laptop or any other equipment, determine ahead of time if the place where you will be giving your presentation can handle that equipment. If you are presenting at an older facility that cannot accommodate your equipment, have a backup plan that relies more heavily on handouts and visual aids.

If possible, arrive at the meeting place well ahead of time. Bring along one or two other people to assist you with technical matters, such as setting up the equipment for slide shows, overhead transparencies, films, and the like. Walk around the room and get a feel for the acoustics. Test microphones, if you will be using them, to ensure they work properly. If you are using battery-powered equipment, bring extra batteries just in case.

Conduct a final check. Use whatever spare time you have to perform a practice run through your presentation. Check one last time for any factual errors in your presentation script and slides. Arriving early will also give you an opportunity to “meet and greet” some of the attendees. Looking around the room during your talk and seeing familiar faces will give you a sense of rapport with those who have come to hear you speak.

Ease into your talk. When you deliver the presentation, stand squarely and face the audience. Take a deep breath. Smile. Clearly state your name and summarize your professional credentials. Welcome everyone and thank them for attending. If you are providing handouts, take a moment to ensure everyone has them. You are now ready to delve into the substance of your talk. If you’re stuck for an opener, lighthearted personal anecdotes are tried-and-true tools to get the crowd on your side from the start.

Avoid needless digressions. Instead keep your presentation focused on a few major points. If you feel people are getting antsy, move on to the next point.

Rely on active verbs to keep the content lively. If your talk is full of coded language or obscure terms, listeners will tune you out. Provide critical analysis without sounding opinionated or preachy. Use gestures strategically to emphasize significant information.

Limit your use of visual aids to get the maximum effect. Few things bore people more quickly than a mind-numbing string of fancy graphics. Augment visual aids with printed copies of the material, so readers can follow along with you and see where you are headed.

Allot time for audience members to ask questions after your concluding remarks. Refer to this opportunity occasionally during your talk. For example: “I won’t go into details now, but I will be taking questions later if any of you want me to expand on it.” Comments like this arouse curiosity, get people thinking ahead, and trigger questions.

When fielding questions, don’t congratulate individuals with comments such as “Great question!” This might make other people feel as though their questions are somehow less important to you. Always summarize or restate each question for those in the audience who may not have heard it.

Expect the unexpected. Equipment breaks down. Meetings start late. People talk during your presentation. These and other distractions await you, so be sure you have a backup plan in case you need to change course in midstream. Stay calm during any delays and interruptions.

Developing effective communication is a career-long journey. Once you are recognized as a master communicator, don’t be surprised at being asked to take on greater responsibilities.