In an ideal world we would all communicate openly, clearly and effectively with each other. In real life things are inevitably very different. Communication often carries hidden meaning and is frequently confused or ineffective. Your ability to communicate well in a supervisory role will have a direct impact on people's understanding of their job and their performance. It is therefore essential that you can communicate effectively.

This Element focuses on face-to-face communication. While stressing the complexity of interpersonal communication, it identifies some simple practical steps to improve your ability to communicate with others.

As a manager you need to be aware that there are a number of common barriers to effective interpersonal communication. You will not always be able to overcome these barriers but you can try to minimise their effect.

Noise has two meanings. Physical noise, eg surrounding conversations, is an obvious distraction. Noise in the context of interpersonal communication embraces physiological or psychological states - such as being ill, preoccupied or worried.

Stress affects people's ability to communicate effectively.

Breakdowns in communication can occur whenever emotive language is used. Emotive words are often open to misinterpretation.

People's perceptions and prejudices will inevitably shape the way they communicate.

Intrusion into someone's personal space can have a very negative effect on receptiveness. 'Personal space' can refer to time as well as place. This potential barrier is an example of non-verbal behaviour that can influence communication.

Non-verbal behaviour can have a profound influence on the success of face-to-face communication.

Examples of non-verbal behaviour are: body posture, gestures, facial expressions and eye contact. Even if we are not speaking, we are communicating.

Listening is often the neglected half of the communication equation. One very useful technique is called active listening.

It requires concentration and effort, but you will quickly find that active listening has a number of benefits, including avoiding misunderstandings and building relationships.

Active listening is a skill that takes practice. The following steps will help you develop your ability to listen actively.

In an ideal world we would all communicate openly, clearly and effectively with each other. In real life things are inevitably very different. Communication often carries hidden meaning and is frequently confused or ineffective. Your ability to communicate well in a supervisory role will have a direct impact on people's understanding of their job and their performance. It is therefore essential that you can communicate effectively.

6 Key steps to active listening

Being able to ask appropriate questions is an important supervisory skill. It also complements the ability to listen effectively. The quality of information you receive will largely be determined by the quality of the questions you put to people.

You are probably aware that there are two fundamentally different types of question:

There are several ways in which you can evaluate your questioning technique and improve it:

There are a number of common barriers to effective interpersonal communication.

Non-verbal behaviour can have a profound influence on the success of face-to-face communication. Non-verbal behaviour adds to the complexity of communicating. It is easy to misinterpret if treated superficially.

Effective listening is a skill you can practise and develop constantly.

Active listening requires concentration and effort, but has many benefits.

In a supervisory context it is useful to think in terms of three forms of active listening: supportive, responsive and retentive.

Being able to ask appropriate questions is an important supervisory skill. It also complements the ability to listen effectively.

There are two fundamentally different types of question: open questions and closed questions.