Spoken communication gives people access to the message and a lot more information, such as speaking speed, tone, mood, gestures, and facial expressions. All of them influenced the meaning of the message. At least some of this information is available in every type of spoken communications. Three main types of spoken communications are used in professional situations and informal chats, planned appointments and telephone calls. Informal chats are the most fundamental form of communication. They are face-to-face, which allows communicators to access the message, content and the nonverbal cues that go along with it. Chats are suitable for brief check-ins with others, sharing pleasantries, exchanging information, giving directions, and providing feedback. Chats are great for building and maintaining personal relationships. They are also appropriate if either party is likely to become upset or emotional. Planned appointments are appropriate for appraisal reviews, joint work sessions, and other things. They should be conducted in person or with teleconferencing software like Zoom or Webex with video enabled of course. Participants just need to be able to see each other in order to access all the nonverbal information. Telephone calls are good for quick checkups for sharing information, instructions, or data. The drawback is the unavailability of non-verbal information. Be mindful that people may not always really mean what they say on the phone. It's also a good idea to follow up phone calls with an e-mail to confirm the message. One more thing, take notes and keep them on file whenever anything important is discussed or disagreement has occurred. This will help protect you if anyone recalls a conversation differently, which definitely does happen. Supervisors communicate verbally with employees in three major ways to spur action. Orders, instructions, and assertive requests. We'll start with orders. Orders are specific, forceful, authoritative commands that are given and must be obeyed. Employees are told exactly what to do. They're expected to do as they are told or face serious consequences. No discussion required. An example is, have that report on my desk by tomorrow morning where you'll get a formal reprimand. Orders are the most direct form of verbal communication. They are best suited for emergencies and assigning critical tasks that are time-sensitive. For example, yelling fire, "get out," is obviously better than quietly and politely asking people to leave. Your position as a supervisor carries the authority and right to give orders, but use them sparingly. Most people resent being told what to do without any discussion. Over time, giving too many orders can lead to bad feelings and resistance. That is why orders are not used in business situations as much as they once were. They are still common in highly structured organizations like the military, however. Instructions provide detailed information on how something should be done, operated, or assembled. They are less forcing and for that reason preferable to orders in most circumstances. Instructions are intended to help workers perform their jobs better and usually are based on a supervisor's experience. Like orders, employees are expected to comply. Instructions all spin supplement orders to provide directions and job knowledge at the same time. Now, it is best if employees agree with your rationale for an order or instruction, but that is not the goal. The important thing is that employees understand what to do and do it, period. How can supervisors get the best results from their instructions and orders? By being sure that each is right for the situation at hand. Being specific about what is to be done and making expectations abundantly clear. Orders are most effective when you take care to select the person most likely to carry them out correctly. In every organization, some people can always be counted on to get a job done right and right away. If you need something done, give them the task. Orders will be more powerful if you issue them with confidence, try repeating or rephrasing them for greater impact. It will be most effective when you check to ensure they are carried out properly. If so, praise employees for job well done. If not, correct the situation and get it back on track. Assertive requests are made by courteously asking an employee to complete a task, with the understanding they will comply. Most employees dislike orders, but asking them to do something shows trust. Requests give employees latitude and how they respond and are empowering. Supervisors demonstrated assertiveness by describing a problem, expressing their feelings about it, requesting an action, and specifying the consequences for good or bad performance directly, openly and confidently. For example, please hold your coffee breaks down to 15 minutes, or we will have to eliminate them. When properly delivered, they give employees some freedom of action, while making the importance of the desired behavior clear. To sum up, orders, instructions and assertive requests are all useful tools, and employees are expected to comply with all of them. Sometimes all three may be needed to accomplish a goal. If an employee doesn't comply with an assertive request, you may give them an instruction. If they still don't comply, you give them a direct order. That's probably won't happen very often, but if it does, be prepared to do what you must do to get the job done.
