Just about every officer at sea has experienced an intenriew, whether it was recruitment, voyage out-turn or an oral examination. In each situation the personnel manager, superintendent or examiner had particular points they wished to establish. Their skill in asking questions and controlling the dialogue determined their effectiveness.
One thing is quite certain, that experience ofbeing interviewed is not a very good guide when it comes to interviewing yourself. For a startthe emotional balance feels wrong. Asking questions is differentto answering them and responding is different to leading the discussion from a position of authority. The following, then, are some notes on techniques which can be useful when interviewing subordinates, discussing business affairs in head office and controlling the many face- to-face contacts with customs, agents and surveyors.
1. Establishing your authority
To control a situation somebody has to be in charge and it is important to establish in your own mind first, why the interview is being held, for what purpose, and what outcome is needed. In spite of 'modernism' communication is made more efficient by convention and it will help if you 'the captain' state your position and why the interviewee is brought before you.
For this reason, never undermine the company's authority with a statement like 'head office has asked me to interview you about this, but I do not really think it is a good idea'. If you do not think it is a good idea your discussion is with the company and not the subordinate. Unexpected visitors can be held in check by being told to wait a short time outside your cabin.
When they enter you can adopt a formal position behind your desk. Invite them to sit down and then tell them that in 10 minutes or so you have another appointment. If you want to keep your independence maintain a distance. When the time is reached stand up shake their hand and ask them to leave.
2. When to formalise a meeting
It is useful to be clear in your own mind what you are trying to achieve:
To improve perfOlmance of the ship or an individual.
To test and/or improve mocale.
To obtain information or to impart information.
To hear a grievance and enable a subordinate to let off steam.
To analyse a situation, solve a problem or to make recommendatioos.
To implement new policies and practices.
To provide a formal method of feedback and accountability.
To provide counsel.
3. Planning for an interview
Like navigation, effective communication needs to be planned for:
Think through the interview, have a strategy to deal with possible snags.
Have all the necessary information available. Be prepared to postpone or aqjonm an interview until more data can be provided.
Consider the probable length and plan the discussion.
Make notes ofthe plan and refer to them.
4. Conducting the interview
To control an interview it is necessary to hold the initiative:
Introduce the purpose and scope of the interview.
Prepare questions to keep within the framework.
Guide the discussion, confinning progress at intervals.
• Smnmarise and conclude the interview, making sure the interviewee fully understands the end result.
Where there are irreconcilable differences, pick on some small point where agreement is common and plan another meeting after a cooling·off period
5. Techniques and integrity
In any community those in authority must be seen to be fair, truthful and constructive. This engenders respect which is the best asset to a productive discussion. interviews are controlled through questions and personal influence.
Questions can be posed:
To relax or stiffen the interviewee.
To draw out information and amplify points.
• To keep the discussion from rambling.
To bring out distinctions and similarities.
To encouragejudgement.
To exercise discipline.
To bring the interviewee into line by asking limiting questions which have only one answer· i.e. Who?
Where? When?
To open up a discussion ask broadening questions like, Why? How? or What?
6. Personal influence
It is not often considered in conversation but there is considerable scope to relieve anxiety which is particularly important with ratings andjunior officers;
and scope to put across the seriousness of an incident to somebody who is irresponsible. Relaxers include:
Being comfortable, relaxed approach, signs of understanding.
Questions about family, other activities on board.
Stiffeners include:
Seriousness of subject, formal colder relationship.
Unpleasant consequences.
180 THE NAUTICAL INSTITUTE
7. The emotional tangle of taking on somebody else's problems
It is possible to share problems and put forward helpful ideas. It is undesirable in the interests of the ship as awhole to become involved personally. Indeed, once you become emotionally involved you lose the objectivity to make original suggeotions and a balanced sense of purpose . Concern yes; involvement no. The way to stay detached is to stick to the purpose of the meeting. Ifit is a compassionate case the objective of home leave or the consequences of not being able (physi cally or in monetary terms) to provide it should be thought through and dealt with sympathetically.
Remember the Missions to Seafarers will usually be able to send a welfare officer to the home.
Fuller notes are provided by Fletcher', on selection interviewing, interviews within work like grievances, reprimands and counselling and a very valuable chapter on progress and appraisal interviewing. Here is how Mr. Fletcher sets out to conduct counselling and progress intervi ews.
Counselling interview
Aims
1 To help employees solve their problems concerning work or their private life.
2 To improve performance and wrukingrelationships by helping solve their problems.
Preparation
1 If possible, set aside so much time that the interview does not have to be cut short.
2 Ensure privacy.
3 Consider the person's background (education, home, work) and what problems he might have.
4 Consider what other persons or agencies (medical, social, legal, etc.) might help.
5 Consider how the person's wOlk would be done ifhe or she had to have leave of absence.
Structure
1 Welcome and put at ease.
2 Let the person state his or her problem.
3 Redefine the problem, analysing it into different probl ems w here necessary.
4 Take each problem separately. Use short questions to get him to expand.
5 Li sten sympatheti cally.
6 Contribute your knowledge of the persons or agencies to whom he or she could turn for help.
7 Help the person to formulate a plan of action.
The interview at work
8 Assure the person of your help, and that his or her affairs will be kept secret.
9 Arrange a follow·up interview.
Check results
1 Hold the follow.up interview. This time five minutes may be enough.
Progress interview
Preparallon
1 Study thejob objectives.
2 Analyse the achievement of each oijective.
3 Consider the person's potential; .mether he or dte is being fnlly 'stretched'; what changes could be made so that the j ob would use the person's full capacity.
4 Com'der the forms of recognition and reward open to the person, apart from private congratulation at the interview: (a) financial; (b) promotion; (c) privileges;
(d) extra responsibility or (e) training.
5 Plan the progress interview in relation to the person's long term development, and the development of the organisation.
6 Avoid hdding the interview at a time of crisis.
7 Give the person at least a week's notice of the forthcoming interview, and invite him or her to prepare for it.
Slructure 1 Pnt at ease.
2 state the nature of the interview.
3 Give an overall impression ofthe person's work and progress.
4 Outline the structure ofthe interview.
5 Get understanding of the purpose of the interview.
6 Get agreement on the main job objectives, and the achievement of each oflj ective.
7 Discuss where improvement is possible and how - training?
8 Discuss strengths and points for congratulations.
9 Discuss the person's ambitions and enthnsiasms.
10 Any questions?
11 SUm up (in ajob-centred and impersonal way).
12 Get agreement onjob objectives for the next six to twelve months.
13 Arrange the date of the next progress interview.
14 End on a note of confidence, trust, and satisfaction.
Check results
1 Watch the points raised for improvement, and congratulate if appropriate.
2 Check performance in thejob generally.
3 Check relations and attitude.
4 Prepare for the next progress interview.
1 For further reading consult The Interview at Work, by J. Ftetcher, published by Duckworth, ISBN 07156 07278.
The style is clear, simple and uses good praclical examples ofdifficult situations and how to avoid them.
Annex 11 - Running a meeting
A witty answer twneth away wrath The role of the committee chairman
The role ofthe chairman will depend largely upon the type of committee, its function and purpose. Ifa committee has a clearly set function with a precise agenda for discussion, the chairman's role must be a dominant one, otherwise the business will not be settled according to schedule. Many committees, because of bad chairmanship, spend too much time on the earlier part ofthe agenda and not enough time is left to examine the other agenda topics in depth. If, on the other hand, there is no rigid agenda or timetable for a meeting, the chairman's role can be less dominant, the main function being that of keeping order and developing discussion.
Duties of the chairman
1. He ()f she mould make sure that the meeting over which he is about to preside has been properly convened.
2. He should be fully conversant with the statutory rules, standing orders, or regnlations of the organisation and th at they are properly observed.
3. When conducting the meeting he should keep to the order of items set out in the agenda.
4. During a discussion he should ensnre that sufficient opportunity is given to all present who wish to take part in the <iscussion. He should can upon each speaker by name when that individual in<icates he wishes to speak. This procedure is essential in the early days ofa new committee and enables members to get to know each other more quickly. It also assists the committee secretary in taking notes of the meeting which are then produced as 'minutes' at the succeeding meeting.
5. He should not allow discussion of an issue unless there is a motion or proposition before the meeting on it.
However, the chainnan usnally exercises some latitude, permitting discussion to take place ifhe thinks the issue is important.
6. He must ensure that the discussion of any issue is kept within reasonable bounds and prevent the introduction
of irrelevant matters.
Powers of the chairman
The ultimate power ofcontrol over a meeting and the maintenance of order is in the hands of the chainnan.
1. He has the power to adjourn a meeting when he considers that its business has been properly completed.
2. He has the power to aqjourn a meeting when a majority of members present decide that the remaining agenda items should be dealt with at another meeting.
3. He has the power to adjourn a meeting when he finds it impossible to maintain reasonable order in the meeting.
(This position would not often arise in a committee meeting but is more likely to happen at a general meeting ofirate company shareholders.)
Running a discussion meeting 7. Olllliae mljed clelll'~
State topic, problem or difficulty with which the meeting is to deal. Outline situation giving rise to topic, problem or difficulty. State purpose of the meeting, so that everyone knows what is appropriate for discussion and what is not. Define technical terms used.
Outline the procedure to be followed (suggest a logical 'pathway' for the discussion and outline the time scale).
2. Guidt the discussion
Assemble all necessary facts beforehand. Draw out information, viewpoints, experiences. Make sure that all contributions are understood. Keep discussion on the subject. Avoid purely personal arguments. Develop group participation.
J. Crystalise tlu discrtSSiDn
Summarise the development of the discussion.
Refer to any changes of opinion. State points of agreement and disagreement. State intermediate conclusions as reached. Make sure ofunderstanding and acceptance of summaries.
4. Estab1iMlfinal conclusions reached
Give final summary of course of discussion. State conclusion(s) clearly. State the main points contributed at the meeting. State minor disagreement (ifany) and the reasons for it Check to be sure ofa fair summary ~
and that members understand it.
5. Secureagreementonadion (where meeting warrants it)
Show that decisions are group decisions arising out of discllssipn. Show that decision is based on conviction, assent or reconciliation of views. FOInlulate the action.
Choice of committee officers 'Agroup is an enterprise in being"
It would be wrong to assume that the chairman runs a committee alone. Good committee work is
182 THE NAUTICAL INSTITUTE
teamwork. The secretary enables the group to be effective by recording the outcome and making sure that any action necessary is taken. The individual committee members contribute the substance of the meeting. However, in any group, certain guidelines are desirable: H. H. Taylor and A. G. Mears in 'Onthe Right Way to ConductMeetings, Conferences and Discussion' give the following:
Chairman
1. A calm and friendly disposition.
2. The ability to think clearly and o~ective1y.
3. A sound knowledge of procedure.
4. A sense of humour and absolute conlrol of temper . Secretary
1. Good orgaoi sational ability.
2. Tidy and methodical.
3. Calm and clear·headed.
4. Tactful and friendly.