Second, face-to-face meetings pay. The meetings offer opportunities where executives can influence people and change their way of thinking. The meetings facilitate the generation of ideas and getting close to the truth. The results are better understanding of expectations and the deals. Kent, for example, considers the meeting crucial because the people he meets prove useful later. His meeting with the doctor-turned-president facilitated the successful launch of coke bottling plant in Albania (“Bloomberg,” 2008).
Lastly, face-to-face meetings tend to be natural, rewarding and relaxed conversations that are easy to navigate and convince other parties. Roedy, for example, engaged and convinced the mayor of Mecca, rappers and media that launching MTV in their region would be of benefit (“Bloomberg,” 2008).
For effective face-to-face communication, executives should have good interpersonal skills when dealing with clients. The impressions the executives make influence how people perceive them together with what they are saying. Their oral communication should be effective and conditioned depending on the situation and the parties on the receiving end. Listening skills are also imperative if the executives are to understand what others are saying. Appropriate listening skills enhance reflection and clarification which are essential in preventing misunderstandings. Lastly, the executives have should have an understanding and knowledge of what they are after. Their messages must be relevant and clear for them to get attention from others (McShane & Von,