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Eva Schürch, how can employees and managers have effective conversations to avoid misunderstandings and ensure clear communication?

Eva Schürch: The first requirement is that you actually talk to one another. During a conversation, both of you can listen actively, which means you are fully engaged with the person you are talking to. By picking up on key points and rephrasing them in my own words, I demonstrate that I am listening attentively, whilst at the same time giving the other person immediate feedback on whether and how I have understood what they said. So if an employee hints that she’s stressed and struggling to keep up, you might say: “You’ve got a lot on your plate with tight deadlines right now.” That gives her the chance to confirm or clarify what’s really going on from her perspective.

“It’s also important to take the conflict seriously and not just ignore it or hope it goes away.”

Eva Schürch

How should managers communicate in conflict situations?

In conflict situations you should de-escalate. So-called ‘bridge phrases’ can be helpful here. These do not relate to the content of the conversation, but help to create a more positive atmosphere. This makes the situation less emotional. For example: “I didn’t know that.” Or: “That surprises me.” As a manager, you should never go on the attack. Instead, give the other person space to vent. It’s also important to take the conflict seriously and not just ignore it or hope it goes away. If someone is clearly upset, it’s worth addressing it right away rather than saying, “I don’t have time – come back later,” and hoping the issue resolves itself. That’s not always possible – but probably more often than we think.

How do I address uncomfortable situations?

Uncomfortable situations are similar to giving negative feedback. It’s best to address them directly, without beating around the bush. Any criticism should focus on behavior – not the person. So instead of saying, “You’re unreliable,” say: “Recently, a few things have been missed.” Or phrase it positively: “I’d like you to double-check that all tasks are completed.” Negative feedback is also easier to accept when you acknowledge what’s going well – which there always is.

How can employees present their ideas convincingly?

This requires a bit of strategy. If you want your idea to be heard, it’s not helpful to dismiss others’ ideas as useless or present your own as the only right one. Instead, build on existing ideas – expand them or add your own points. Using “Yes, and…” statements can work really well here. That way, you acknowledge others’ contributions while still adding your own perspective. It doesn’t sound like their idea is wrong – just that it can be developed further.

How can managers communicate in a way that motivates employees?

We often only talk to employees when something goes wrong. We tend to take it for granted that they’re doing their job. But it’s just as important to give positive feedback – to let people know what they’re doing well. Sometimes a simple “thank you” in an email is enough – or a “Thanks for handling that.” But when something is done really well, don’t hold back – say it: “That was really well done” or “That helped me a lot.”

How can we use nonverbal cues at work to improve interactions with colleagues?

Nonverbal communication plays a huge role – it tells us a lot about how someone is feeling. If we pay attention, we might notice when someone feels uncomfortable or isn’t doing well. If we know the person well, we can ask: “Do you want to talk?” or “You don’t seem like yourself today.” If we do not know the person very well, that would be rather intrusive. Instead, we could try to get the person out of the line of fire or defuse the situation in general so that they can step back. There are no clear-cut signals when it comes to nonverbal communication. It’s a complex mix of facial expressions, posture, movement, and tone of voice. If these don’t seem to match, it’s worth paying attention – rather than simply ignoring it.