The Face-to-face channel comprises tactics that involve direct, inter-personal interaction where nuances of the speaker’s body language and manner are visible.


Whole-of-body communication: face-to-face communication affords considerable scope for conveying clarity of meaning through the speaker’s body language, energy, image, voice and tone, which have greater impact (93 percent) than the speaker’s words alone (7 percent).
Changing behaviour: face-to-face communication is integral to changing employee behaviour and shifting mind-sets because successful change requires a commitment based on emotional conviction, not just rational understanding.
Immediate transfer of understanding: face-to-face communication enables employees to get an immediate response to their concerns through dialogue around the ‘What’s in it for me?’ factors.


No place to hide: face-to-face communication is only effective when it is genuine, founded on truth and sincere. Employees’ radars are highly tuned to obfuscation, fabrication and ‘spin’, which lead to loss of leadership credibility and trust.
Credibility and trust factors:
face-to-face communication needs to be undertaken with extreme care. To achieve credibility and trust, it’s critical that due consideration is given not just to what is said, but more importantly, how it is said. Once credibility and trust are damaged, it is extremely difficult to repair them.
Two-way can be daunting: two-way communications, especially in public forums, can be daunting for employees. Relevant tactics include tips on ways to address this.