Introduction
Effective communication is essential, especially if one is a front-line supervisor who has to engage with many people. Front-line supervisors handle staff members, facilitate them, and resolve various among them. Sometimes front-line supervisors also communicate with customers, although the circumstances of such interactions may not be favorable. The sheer variety of settings in which a front-line supervisor works and communicates makes the job particularly challenging. However, knowing how to behave in a specific situation might be instrumental for a supervisor. This presentation will address how to communicate with others as a front-line supervisor, discuss which techniques to apply, and advise what to avoid potentially.
The Addressees of Communication
One of the essential elements to consider in communication is its receiver, along with the content and the presentation of information. The addressee of commutation determines the remaining two parts, so almost all addressees of a front-line supervisor will have different types of information delivered to them in a specific way. Consequently, communication techniques will also vary, although some might be suitable for more than one group. A communication setting is also of significance for the choice of a technique, as there are addressees for whom only formal settings and the techniques associated with them are applicable. Overall, communication techniques depend on the addressee, although some are not restricted to a group, which will be shown later.
Communicating with the Staff
Most of the time, a front-line supervisor interacts with the staff, including employees and other managers. These groups are unique in the sense that with them, a front-line supervisor can use the widest variety of communication techniques. Besides, both formal and informal settings might apply to the groups, providing more opportunities for constructive feedback and other ways to increase motivation. Communication with the staff also allows a more personal approach to resolve issues and make alterations for the future to avoid them. The power dynamics between the two groups (a front-line-supervisor – employee and a front-line supervisor–manager) differ, which may affect communication. It is of utmost importance not to overstep the boundaries. To summarize staff communication, could be multifaceted and more varied than with other groups, but personal space should be respected.
When to Communicate with the Staff
There should be a proper time and place for communication with the staff. Generally, a front-line supervisor would interact with the staff members at the workplace during shift hours. However, it does not imply that a supervisor is in constant contact with the employees, as there could be an appropriate time reflected in the schedule, or certain circumstances might initiate communication. Work breaks might serve as a pretext for informal conversation, through which a supervisor may encourage the workers, exchange information with other managers, and set a positive atmosphere for the working hours. Still, emergencies may happen, which require a supervisor to call employees on their day-offs and vacations. The supervisor’s task would involve convincing employees to work during their free time, which is not easily achievable. If a supervisor earns the employees’ trust and does not commonly occupy their time without necessity, an emergency might be resolved successfully.
How to Communicate with the Staff
In addition to the setting and the content of the information, it is also vital to consider its presentation. The way information is delivered affects its perception, which is individual, and people may perceive the same information in a different light. It is relevant for a front-line supervisor to be aware of how to relay good and bad news to the staff. Good news may not present a problem, although a supervisor might have to emphasize it and praise the staff, delivering bad news might be challenging. It could be done solemnly or light-heartedly, but the focus should be on softening the negative impact. Perhaps, bad news could be sent via written communication, although it is important to see the reaction to it from the staff and react immediately. Altogether, the delivery of information is not negligible and should be done to emphasize the positive and mitigate the negative.
Communication with Corporate Executives
If a person works in a company, there is a probability that they work under someone. Communication with superiors is unavoidable, and for a front-line supervisor, it may feel like being in the same position as employees under them, albeit without the concessions the supervisor makes. Corporate executives might summon a supervisor without explanation at any time, and there is hardly any room to refuse. Communication with corporate executives requires appropriate verbal and non-verbal communication elements, such as formal language, neutral expressions and gestures, and maintaining distance. Such communication occurs exclusively in a formal setting, although there might be exceptions if the two sides happen to be friendly outside of work. Both written and verbal communication may occur between a supervisor and an executive, especially with the rise of messengers. Generally, it is important to remain professional during such conversations and do what is required without complaints, unless they are justified.
Communication with Customers
Clients differ from usual customers because they are long-term patrons of an organization, which may require a special approach. Informal communication is also inappropriate, although after knowing a client for some time, a front-line supervisor might be able to interact more smoothly. The price of losing a regular client is high, so their wishes should be fulfilled and their complaints addressed during the interaction. In other regards, communication with clients is similar to communication with customers, but it can be adjusted with time, as a client might have preferences, such as written communication only. Overall, regular clients are precious, so while communication with them might feel smoother and more familiar, it is essential to remain professional and helpful.
Non-verbal Part of Communication
One’s communication is not maintained with words alone; there are also unspoken, non-verbal elements. They vary from the tone of one’s voice to posture and distance. According to Eaves and Leathers (2017), the most valuable information is delivered through non-verbal communication, and the content itself may not be that relevant. For instance, if a supervisor tried to encourage employees with a dispirited voice, the communication would probably fail. Having an annoying facial expression and a corresponding pose while talking to a customer with a pressing matter would likely upset the customer and lead to adverse outcomes. Similarly, not maintaining a proper distance and controlling one’s gestures or expressions during a formal conversation with a superior may disrupt communication and incite negative comments towards a front-line supervisor. Overall, non-verbal communication may significantly weaken the message if it is not used properly, but it may also support the message if it suits the content and the goal; in other words, if used deliberately.
Conclusion
In conclusion, this presentation has touched upon several aspects of effective communication between a front-line supervisor and various groups of people, with which one has to interact as a job duty. The interactions with those groups vary, although there are similar and unique elements for each of them. Regardless of the receiver of communication, a certain level of professionalism and appropriate use of verbal and non-verbal elements should always be maintained. If a supervisor wishes to achieve results at the end of the communication, they should appeal to the other party’s needs. The process is not easy, but ultimately it may be fruitful for the two parties.
Reference
Eaves, M. H., & Leathers, D. (2017). Successful nonverbal communication: Principles and applications. Routledge.