What is your communication style?

quiz communication

Successful communicators know that not everyone communicates in the same way. We all favour one ‘primary’ mode, a natural style that we will default to in our daily life. However, to be truly effectively communicators, we not only need to know our own – but also adapt it to that of the person we are talking to, argues communications expert Dr Tony Alessandra. In his book The Platinum Rule he outlines four basic personalities, each with their own communication styles, and discusses how best to use these skills and preferences for better business relationships. Find out what your style is with our quiz – and some quick tips for communicating successfully with the four different types.

 

1. When talking with team members about a project, I…
  1. Focus on the end goal and hammer home the importance of meeting it
  2. Insist on knowing who is responsible for what, and on what timeline
  3. Find out how I can best contribute, and take on extra responsibility if needed
  4. Let others deal with the boring details. The vision behind it is my biggest motivator
2. Networking is…
  1. A way to make crucial strategic connections that can be useful to me
  2. Neccessary, but I would much rather be doing something else
  3. An enjoyable way to meet contacts and exchange ideas
  4. My forte. I love to talk to new people and expand my network
3. When I arrive at a meeting, I…
  1. Am the first one there
  2. Look for immediate clarity on the agenda and aims
  3. Exchange small talk and sit in a central position
  4. Fill the room with positive energy to set the tone
4. My biggest strength is that…
  1. I am ambitious and I get things done
  2. I have high expectations of myself and of others
  3. I work well in a team, embrace responsibility and I am loyal
  4. I have vision and I inspire my colleagues
5. I work best when…
  1. I am in charge
  2. I have the information I need, and the time to look at it from all angles
  3. I am part of a likeminded team
  4. I use my instinct to guide me in making decisions and taking calculated risks
6. If conflict arises, my first instinct is to…
  1. Use my authority to quash any dissent
  2. Take time out to consider both sides of the issue
  3. Diffuse it by any means necessary
  4. Try and create rapport so we can reach a consensus
7. In a presentation, I like…
  1. Information to be presented in a precise, quick and clear manner
  2. To see the thinking behind things and how conclusions have been reached
  3. To listen and contribute if I can
  4. Spaces to talk and give my own thoughts on the material
8. My preferred way of imparting information is…
  1. Face-to-face – I like to be direct
  2. By email – I like to have a record of everything that is said
  3. Whatever the preferred method is of the person I am talking to
  4. I don’t have one – the more the merrier

Answers

Mostly A: The Director

Goal-oriented and fast-paced, the Director likes to be in control of exchanges, with communication purely a means to getting things done. This means favouring information given in a quick manner, with precision and highlighting key information up front. Too much extra detail or discussion around talking points will turn the Director’s attention off. In the same vein, Directors prefer problems to be presented with solutions and goals and plans put across with clarity on their pros, cons and costs to make an impact. Directors are innate leaders with alpha tendencies and they are focused on results and success – sometimes to the detriment of social relationships. Emotional intelligence is not a particular watch-word here, and Directors could stand to temper their natural communication style with a little empathy and patience in order to avoid alienating others in their drive to succeed.

If you want to communicate successfully with a Director:

  • Always keep key points at the forefront of discussions
  • Be direct, brief and precise in conversation
  • Make sure you are well-prepared, with relevant information, progress reports and possible solutions to problems before you speak to them
     

Mostly B: The Thinker

Analytical and geared toward problem-solving, the Thinker communicates in detail-oriented ways that mean that they are thorough and cautious in decision making, with nothing left to chance. They like to be given time to consider things fully and as such can be relied on to have looked at a situation or piece of information from all angles – by contrast, asking a Thinker to make a snap decision on something will lead to anxiety.  Thinkers dislike small talk and appreciate reliability – if you promise something to a Thinker they will take you at your word. The Thinker’s methodical communication style and high expectations of themselves and others means that they can come across as critical and can also run the risk of micro-managing – as a corollary, being able to see the line of development means that they prefer to have things written down to refer back to.

If you want to communicate successfully with a Thinker:

  • If you’ve provided new information give them space to think it through
  • Avoid small talk and don’t push them to socialise
  • Put everything down in writing and answer their questions with concrete data

 

Mostly C: The Relator

Relators thrive on creating relationships and their communication style is the most people-oriented of the four. As such, they employ emotional intelligence in their interactions, using empathy to build rapport and imbuing conversations with sincerity and warmth. They are trusted by their colleagues and make excellent team players – using their communication skills to bring together groups of people in a common focus and build useful networks beyond it. Like Thinkers they can be overly risk-adverse, which can lead to predictable or less creative solutions to problems and a limitation on their personal growth – challenging themselves to take a chance on a conversation that could lead to a new direction or perspective could be productive. Relators also have an aversion to conflict or confrontation that can lead to them to be overridden – speaking up and learning to say no can benefit the Relator more than the other types.

If you want to communicate successfully with a Relator:

  • Show sincere interest in them and who they are
  • Be consistent and keep your promises to them
  • Take time to reassure them in times of change, focusing clearly on the benefit to them

 

Mostly D: The Socialiser

Charismatic Socialisers love to be the centre of attention and can hold any room with their energy. Often natural leaders, they like to be where things are happening and do not fare well on the outskirts of anything – whether that’s a project, a team or a conversation. However, their real strengths lie in seeing and being able to communicate the Big Picture rather than deal with the nitty gritty or fine details. As such, they can have short attention spans for anything they find less than fascinating, so usually benefit from being told key things up front. Often great orators, Socialisers are persuasive and able to bring people along with their vision and optimistic energy. Great believers in trusting their “gut” and acting on instinct as much as fact, they can take risks and be impulsive, which may or may not pay off.  

If you want to communicate successfully with a Socialiser:

  • Motivate them with praise, they don’t respond well to criticism
  • Make sure you’re clear with them who is doing what and by when, and put in writing
  • Keep things stimulating, fast-paced and introduce diverse elements into their working life

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