Nobody puts “unclear answer to a journalist’s question” or “caseworker couldn’t explain the decision on the phone” on a risk register. But trace the paper trail on enough complaints, escalations and difficult media enquiries, and you’ll often find a verbal question that wasn’t answered clearly the first time it was asked. Civil Service communication skills matter particularly when there is little time to prepare, and the answer needs to be clear the first time.

Where the cost actually lands

When someone can’t answer a question clearly – on a call with a member of the public, in front of a select committee, at a public consultation or to a reporter on deadline – the question doesn’t disappear. It becomes something more costly and time-consuming.

A confused phone call can become a written complaint. An unclear answer at a public meeting can prompt further correspondence. A response to a journalist that doesn’t fully address the question can lead to further enquiries about the department’s position.

And often, the question moves upwards too, to someone with more senior responsibilities and less time to spare than the person who handled the original enquiry.

None of this shows up neatly in a budget line. It shows up as a complaints team handling a case that a clearer answer might have resolved on the first call. It shows up as a press office preparing a holding line because the original response wasn’t sufficiently clear. And it shows up as a committee clerk following up in writing for the clarification that could have been provided at the outset.

The cost isn’t necessarily the original question. It’s everything that happens because the question wasn’t properly closed.

It also affects trust, not just time

There’s a second, quieter cost. A vague answer doesn’t just leave a question unresolved. It can change what happens next: the member of the public follows up, the journalist asks for clarification, the committee presses further, and the next interaction starts with less confidence than the last.

Across hundreds of calls, consultations, parliamentary questions and media enquiries, those small moments can add up.

People may begin to feel that they have to ask twice to get a clear answer  not necessarily because the underlying work is wrong, but because the verbal response didn’t fully address the question.

Clear communication isn’t simply about sounding confident. It can reduce unnecessary friction, prevent avoidable escalation and support confidence in the people delivering public services.

A before-and-after worth naming

• Before: A constituent calls about a delayed decision, gets a vague “it’s being processed” and calls their MP the same afternoon.
  After: The same call gets a structured, specific answer: what happened, where it stands and what happens next – giving the caller a clear understanding of the position.
• Before: A spokesperson gives a rambling or heavily qualified answer to a journalist, leaving important points unclear.
  After: A concise, direct response addresses the question clearly, keeping the focus on the substance rather than the way the question was handled.
• Before: A select committee member asks a follow-up because the first answer didn’t fully address the question.
  After: The first answer addresses the point clearly enough to reduce the need for repeated clarification.

These aren’t necessarily dramatic failures. They’re ordinary moments under pressure. And that’s precisely why they matter.

The fix is a skill, not a personality trait

Thinking on your feet is sometimes treated as something people either have or don’t have. In reality, it is a learnable, practical skill.

Think on Your Feet® gives civil servants a small toolkit for organising a response quickly, adapting it to whoever is asking: a member of the public, a journalist, a committee or a stakeholder – and staying clear when follow-up questions come.

The aim isn’t to have a perfect answer prepared for every situation. It’s to be able to listen, organise your thinking and give a clear answer when you don’t have the luxury of preparation.

The value of getting the first answer right

Clear answers won’t prevent every complaint, difficult interview or parliamentary follow-up. Some questions genuinely require investigation, and some issues will always need escalation. But they can help prevent avoidable follow-up: the extra call, the unnecessary correspondence, the second press enquiry or the clarification that could have been provided at the outset.

That makes thinking on your feet more than a communication skill. In a high-scrutiny environment, it is part of communicating clearly, responding effectively and doing the job well.

• Find out more about Think on Your Feet®.
• Government Campus: Enquire or book for your organisation.
• Public workshops: View upcoming dates and availability.
• In-house training: Enquire about training for your team.

Frequently asked questions

Why are communication skills important in the Civil Service?

Clear communication helps Civil Service professionals explain decisions, respond to questions and manage conversations effectively. Good communication can reduce unnecessary follow-up, prevent misunderstandings and support confidence among members of the public, stakeholders, journalists and Parliament.

What does thinking on your feet mean?

Thinking on your feet means being able to listen, organise your thoughts and give a clear, relevant response without having a prepared answer in front of you. It is particularly useful when dealing with unexpected questions, challenging conversations or situations where there is little time to prepare.

Can communication skills be learned?

Yes. Communication skills can be developed through practice, structured techniques and feedback. People do not need to be naturally confident or quick-thinking to become better at responding clearly under pressure.

How can Civil Service staff answer difficult questions more effectively?

A useful starting point is to listen carefully to the question, identify the key point being asked and organise the response before speaking. A clear structure can help keep an answer concise and ensure that the response addresses the question rather than moving into unnecessary detail.

How can clear answers reduce complaints?

A clear answer can help someone understand what has happened, why a decision was made and what will happen next. When those points are addressed at the first point of contact, there may be less need for further calls, correspondence or escalation.

Why is answering questions under pressure important?

Civil Service professionals may need to respond to questions in meetings, consultations, interviews, parliamentary settings or conversations with members of the public. Being able to respond clearly without extensive preparation can help maintain accuracy, focus and confidence when the pressure is on.

Is thinking on your feet just about being confident?

No. Confidence can help, but thinking on your feet is primarily about having a practical way to organise and communicate your thoughts. Structured techniques can help people give clear answers even when they are dealing with an unexpected or challenging question.

How can Civil Service teams improve their communication skills?

Teams can improve through practical training, opportunities to practise responding to realistic scenarios and constructive feedback. The focus should be on developing repeatable techniques that people can use in their day-to-day roles, rather than expecting individuals to rely on natural confidence or improvisation.

What is Think on Your Feet® for the Civil Service?

Think on Your Feet® for the Civil Service is a practical communication skills programme designed to help participants organise their thinking quickly, communicate clearly and respond effectively to questions and follow-up under pressure. It focuses on techniques that can be applied across different professional situations.