Important interpersonal skills for investigators in the investigative process

Investigators need more than just acute analytical skills and organizational acumen, but also deft interpersonal competencies. The ability to gather and collect data from multiple sources often depends on interviews, frequently with hostile audiences. Even interviews with cooperative subjects would require sensitivity to the situation, the ability to establish rapport, and the knowledge of what questions to ask in order to elicit the necessary information. Investigators also need to understand nonverbal communication and cross-cultural communication cues, to avoid biases and misperceptions, which could not only stymie an investigation but also lead to ethical and even legal conundrums. Establishing a reliable network of credible informants and allies, leveraging support, planning for interviews, asking the right questions, analyzing and communicating the answers to colleagues: these are only a few of the interpersonal skills that an investigator can possess. While it is impossible to narrow down the gamut of interpersonal skills required for effective investigations down to three, there are a few skills that will be globally important no matter what the area of specialization including situational awareness, the establishment of rapport and empathy, and self-control.
Situational awareness is critical for investigators, who need to establish appropriate times and places for interviews and meetings. The investigator needs to take into account all aspects of the subject, including factors like age, gender, and ethnic or linguistic background. Therefore, situational awareness includes cross-cultural awareness: the knowledge that not all cultures read body language the same way, understand the same idiomatic expressions or humor, or conceptualize ethics in the same way. Knowing gender differences also helps the investigator remain sensitive to different communication styles. Investigators need to empower the subject, rather than antagonize, in order to elicit as much credible and useful information as possible.
Another important skill for the investigator is the establishment of both rapport and empathy. To establish rapport and empathy, the investigator will rely on situational and contextual cues, including the demographics of the subject, the time and place of the meeting, and the background story of the subject too. The investigator needs to create a harmonious environment that is conducive to bilateral communication, helping the subject to open up willingly to share information according to mutual goals. Therefore, the investigator would do well to establish common ground with the subject at first before launching into specific topics of discussion. As Thompson (2007) points out, the investigator also establishes rapport by minimizing intimidation techniques, and consulting with colleagues about the best approach to the situation.
Finally, a good investigator has self-awareness and the ability to manage and control emotional responses. Mindfulness techniques may be helpful to the investigator, especially when working with an antagonistic or challenging subject. The ability to self-monitor means being aware of one’s own thoughts and emotions during the investigation, owning those cognitions and feelings, and not allowing those to dominate the procedure. Self-control refers to the ability of the investigator to refrain from emotional outbursts, to remain on track with the interview or interrogation, and to remember to stay focused on the core issues that need to be discovered as part of the investigation.
All the interpersonal skills an investigator needs to achieve goals can be covered under the rubric of emotional intelligence. Emotional intelligence covers both self-awareness and the awareness of others. The emotionally intelligent investigator can monitor and manage her own emotional states, while also having empathy and tuning into the other person or people involved. Good interpersonal skills can be honed over time, learned, and cultivated through practice.
References
Thompson, J. (2007). How to conduct an effective investigation. CIO. June 6, 2007. https://www.cio.com/article/2438806/risk-management/how-to-conduct-an-effective-investigation.html