Editor’s note: Tom Neveril is founder and principal of Storybrand Consulting, a Santa Monica, Calif.-based firm.
To make sure a focus group or one-on-one interview goes as smoothly as possible, a qualitative researcher needs to have a range of skills. Here is a brief look at 10 of them.
1. They make a good first impression.
The first few seconds are especially critical when meeting a respondent. In the early moments of a qualitative session, the respondent is most uncertain about the interview, how to participate, how to behave and how to avoid conflict or “failure.” To handle these situations, the respondent relies upon the reciprocity principle: We naturally attempt to repay in kind what has been provided for us. In other words, the respondent gives the moderator permission to establish the tone of the interview.
Effective interviewers take advantage of this heightened attention by giving the respondent 100 percent of their attention, making eye contact and smiling. They avoid studying the discussion guide, tinkering with stimulus material, talking with facility staff or appearing aloof in any way. This clearly communicates the expected tone for the interview and leads to reciprocated engagement and enthusiasm.
2. They’re upfront about intentions and expectations.
As soon as an interview begins, effective interviewers immediately address the questions that are usually swirling around in the minds of the respondent(s). One might call it “answering the who, what and why” of the interview. For example, an effective moderator might start a typical focus group this way:
“Hello and welcome. Thank you for taking the time to participate in this important research project. My name’s _______. I’m an independent market researcher. And I’ve been hired by a company that’s interested in gathering your opinions about some products and services, which I’ll talk more about in a minute. We’re meeting in a group like this so I can hear when you agree, disagree or just think differently about what’s being discussed. After the group, I’ll write a report based on your honest, candid input. And hopefully, that report will help the client company better serve their customers. So that’s why we’re here. Any questions so far?”
3. They create comfort.
Occasionally, focus group/interviewing facilities can be unpleasant. The problems generally involve: 1) unhelpful service staff; 2) untidy rooms; 3) uncomfortable furniture; or 4) poor food quality/options. However, I’ve found that most respondents will forgive nearly all of the above if they see the moderator attempting to create comfort.
An effective interviewer will always openly address the issue of comfort. If there are problems, they shouldn’t try to ignore or hide them. Problems can be viewed as an opportunity to create an alliance with the respondent(s). And even when the atmosphere is great - as it often is - the moderator should make sure basic human needs are satisfied. They should announce permission to use the bathroom and make urgent phone calls when necessary (and without notice during focus groups). They should adjust temperature, seating and lighting to democratically maximize comfort. And they should always offer beverages and snacks.
Most importantly, they should always ask what can be done to make the experience more pleasant. Most people are generally willing to ignore distractions - except for something that threatens their safety. (For example, an ice storm can make a group exceedingly unproductive - especially after the power goes out!) The key, again, is to demonstrate an interest in respondent comfort. When that happens, respondents will reciprocate by forgetting about the atmosphere or even their own needs, and make the discussion the top priority.
4. They use regular language.
Respondents will open up and share their personal stories only if they feel they’re being understood. If an moderator is talking in “company-speak” or excessively using industry lingo, the respondent will invariably assume that the moderator is at least one of the following: a) overtly trying to demonstrate a high degree of savvy or intellect; b) incapable of using regular language; or c) avoiding regular language because it is somehow inappropriate for the interview. Of course, in any of those cases, the respondent will generally respond by steering clear of deeply personal or emotional territory.
One excellent way to evoke personal and richly emotional language is to demonstrate a respect for the respondent’s selection of words. This is done through the reiteration of their quotes verbatim - including the non-verbal elements, if possible. For example, when the respondent has landed on a particularly important or even just very personal phrase, it should be written down. The respondent should see this. And when they’ve completed their thought, it should be read back to them just as they originally delivered it. Then they should be asked to make sure it’s been recorded correctly. In the end, this process increases enthusiasm for the interview and garners more respect for moderator’s words as well.
5. They request stories.
Respondent stories are an efficient way to uncover insights about brands. First of all, stories are the building blocks for creating memory and finding meaning in life. Secondly, they are the most natural way for people to communicate both rational and emotional ideas simultaneously. And lastly, stories are actually very efficient in conveying vast amounts of information through their characterizations, tempo, tone and structure.
6. They self-disclose to encourage self-disclosure.
The interviewer should carefully take advantage of opportunities to create a self-disclosure dynamic. This is not to suggest that he/she should share personal views about the discussion topic. Rather, it means the moderator should speak from the heart when explaining an exercise or providing examples to stir reaction. These moments of sincerity involve a small but important extension of trust which will often be reciprocated.
7. They use silence.
Effective interviewers know that silence is a powerful tool for evoking responses. It demonstrates respect, patience and a sincere interest in hearing what the respondent has to say. Most importantly, it gently prods a respondent to keep “digging.” And that digging may result in a personal story, a human truth and a breakthrough idea.
8. They watch and listen to everything.
Moderators should demonstrate that they are giving their complete attention. This will lead to a richer discussion, causing respondents to be more expressive verbally and nonverbally - through body language, tone of voice, facial expressions, etc. Also, by paying attention to conversational flow and tenor, it may reveal the critical undertones or unconscious thoughts that are so important in brand communication.
9. They connect the dots on the fly.
In other words, the moderator should identify the consistent and/or contradictory thoughts throughout the interview. Not only does it demonstrate and inspire engagement, but it provides the opportunity to mine richer subject areas and depart from those that have been tapped out.
10. They have fun.
Intense discussions need moments of comedic relief, to release some pressure and to allow participants to refocus and reenergize.