With more and more processes becoming automated, and the rise of Artificial Intelligence looking to dominate many procedures going forward, interpersonal skills are increasing in importance as we recognise the need to maintain a human link in the world of business.
We’re not all the same. One person’s working style is not the same as another’s. Understanding this, and knowing how to get the best out of everyone, is the key to leadership success.
According to research cited by Wilson Learning, developing versatile communication skills was associated with a 52% improvement in the ability to identify communication styles and recognise backup behaviour. The same research reported that 46% of employees experienced a moderate to significant improvement in productivity.
Employing versatility in your communication skills will enable you to understand differences in individuals’ preferences for communication. Excellent communication avoids difficulties such as misunderstandings and demoralised staff. It also fosters better working relationships, which in turn can improve morale and efficiency.
It allows you, as a leader, to understand the motivation of individuals. Adapting to their individual needs enables you to create effective and productive relationships, getting the best out of everyone. For example, you may find your sales manager too emotional, your CEO reserved, or your IT manager dogmatic.
The trick is to learn the communication preferences for different social style and use them to determine your response. That way, you can be sure to engage in communication successfully and see a positive outcome.
One’s social style is their preferred approach when interacting with others. It describes the most comfortable and natural way you communicate.
David Merrill developed the model that we know as the Social Style Method. The four styles are Driving, Expressive, Amiable and Analytical. These are top–level styles and of course, can be subdivided as some people will be on the boundaries between styles and exhibit more than one characteristic.
Typical characteristics:
Results-focused, direct, decisive and comfortable making quick decisions. They like to be given high reaching goals, rational tasks and freedom to make their own decisions at speed. Recognition of results is important to them, and ‘in the moment’ feedback is highly valued when relevant to the task.
Communication preferences:
Brief, direct communication with clear goals and outcomes. As their focus is on getting the job done, they are often direct and brief communicators. This really can be a strength but can be seen as autocratic if it is overplayed in the wrong situation.
What they may find frustrating:
Long discussions, unnecessary detail or slow decision-making.
How leaders can communicate with them:
Get to the point, explain the desired outcome and give them appropriate autonomy.
Typical characteristics:
Enthusiastic, sociable, persuasive and energetic. Expressive communicators often enjoy sharing ideas, talking through possibilities and engaging with others. They are optimistic, inspired by big–picture ideas and love having room to trial new ways of working. They are quick to overcome challenges in creative ways and react well to personal, public recognition! Expressives thrive in environments with lots of quick wins and flexibility, but make sure they have firm deadlines in place in order to focus them on an end goal.
Communication preferences:
An engaging, conversational approach that gives them opportunities to share ideas and connect with others. They tend to respond well to the bigger picture, enthusiasm and recognition.
What they may find frustrating:
Repetitive detail, lengthy processes, overly formal communication or conversations that focus too heavily on facts without considering the bigger picture.
How leaders can communicate with them:
Show enthusiasm, focus on the bigger picture and give them opportunities to contribute ideas. Keep communication engaging and allow space for discussion, while being clear about the key outcomes or actions required.
Typical characteristics:
Friendly, supportive, patient and relationship-focused. Amiable communicators often value collaboration, trust and positive relationships with others. They work best in a supportive, team environment with mutually agreed goals, and they really are compassionate listeners. The relationship–driven nature of the Amiable style often means they will do everything in their power to avoid conflict with others and in extreme situations, this can be to their own detriment. It is important to maintain a healthy balance between task and people when working together.
Communication preferences:
A warm, personal approach that gives them time to consider information and understand how decisions may affect people. They tend to respond well to collaboration, reassurance and opportunities to ask questions.
What they may find frustrating:
Aggressive or overly direct communication, pressure to make quick decisions and situations where relationships or people's concerns appear to be overlooked.
How leaders can communicate with them:
Build rapport, listen carefully and explain how decisions will affect people. Give them time to process change and encourage them to share their views. A supportive and collaborative approach can help build trust and engagement.
Typical characteristics:
Logical, methodical, detail-focused and careful. Analytical communicators often value accuracy, evidence and time to consider information before reaching a decision. They favour making objective decisions by being given time to assess the facts and details, with precise instruction and deadlines. Often the strength of this style is an attention to detail that others may miss and their systematic decision making. But if taken to an extreme this can become a weakness if decision making becomes slower and human factors are overlooked in the search for data.
Communication preferences:
Clear, structured communication supported by relevant facts, evidence and detail. They tend to appreciate having time to analyse information and understand the reasoning behind a decision.
What they may find frustrating:
Vague or incomplete information, rushed decisions, exaggerated claims or communication that relies heavily on emotion without supporting evidence.
How leaders can communicate with them:
Be prepared, provide relevant facts and explain your reasoning. Give them enough detail to assess the situation and allow time for questions or analysis. Avoid unnecessary pressure and make sure important information is clear and accurate.
Do you recognise yourself or your team in these styles?
Leaders rarely communicate with people who have exactly the same communication style as them. Being able to recognise different preferences and adapt your approach can help reduce misunderstandings, build stronger working relationships and get the best from your team.
Before adapting your communication style, it helps to understand your own natural preferences. Are you naturally direct and results-focused, enthusiastic and big-picture, relationship-focused, or more analytical and detail-oriented? Recognising your own style can help you understand how your communication may be experienced by others, particularly when their preferences are very different from yours.
If you are a leader with a different Social Style from some of the people in your team, there is potential for communication to become difficult. Understanding how different people prefer to communicate can help you recognise these differences before they become a problem.
For example, a Driving style may want to get to the point quickly, while an Analytical colleague may want to explore the facts and ask questions before making a decision. Neither approach is necessarily right or wrong, but the difference in communication preferences can create frustration if it isn't recognised.
Different people may need different levels of information before they feel comfortable moving forward. A Driving communicator may prefer a concise summary focused on the outcome, whereas an Analytical communicator may want more facts, evidence and detail.
As a leader, adapting the amount of information you provide can make your communication more effective. This doesn't mean withholding information or oversimplifying your message. It means focusing on the information that is most useful to the person and the situation.
Consider a team that needs to make a collaborative decision about a project. A Driving style may want to reach a conclusion and get started quickly. An Amiable communicator may want to hear everyone's opinions first. An Expressive communicator may want to brainstorm possibilities, while an Analytical communicator may prefer to step back, assess the information and become involved once the options have been evaluated.
A versatile leader can adapt their approach to bring these different preferences together. For example, you could ask the Analytical team members to gather the facts and figures needed to support the decision, while inviting the Amiable team members to gather everyone's views. The Expressives can contribute ideas and possibilities, while the Driving style can help maintain momentum and focus on the desired outcome.
Adapting your communication style isn't about putting people into fixed categories or assuming you know exactly how someone wants to communicate. Use the Social Styles as a guide, then listen and check your understanding.
Ask questions, invite feedback and pay attention to how the other person responds. If your message isn't landing as intended, be prepared to change your approach. Effective communication is a two-way process, and versatility means being willing to adjust rather than relying on one communication style for everyone.
Recognising different communication styles and adapting your approach can help people feel understood and supported by their leader. Over time, this can contribute to stronger working relationships, better collaboration and a more productive team.
In conclusion, with so many leaders taking on greater responsibilities for growing numbers of employees, it’s imperative to recognise that while there are many ways to communicate across teams, the essential factor for ensuring clear and effective communication remains Versatility.
Versatile communication is one of the main critical leadership skills. It enables a genuine competitive edge for both the individual leader and the company overall. Driven, productive and happy employees are the crucial key to unlocking company success and driving the business forward.
We can support you on this topic with further information here and by booking a call with a member of our team today!
What are the four communication styles?
The four Social Styles discussed in this article are Driving, Expressive, Amiable and Analytical. Each style has different preferences for how information is communicated and how decisions are made.
Why are communication styles important for leaders?
Understanding communication styles helps leaders adapt their approach to different people, reducing misunderstandings and making communication more effective.
How can a leader adapt their communication style?
A leader can adapt by considering the other person's communication preferences, adjusting the level of detail and pace, choosing an appropriate communication method and checking understanding.
What is a versatile communicator?
A versatile communicator is someone who can adapt their communication approach according to the person, situation and desired outcome.
How can communication styles affect teamwork?
Different communication preferences can create misunderstandings or friction when they aren't recognised. Understanding these differences can help teams collaborate more effectively.
Thanks
Alex & The Excel Team
About the author
This article was created by Excel Communications, a learning and development consultancy with more than 30 years' experience helping organisations develop leadership, management and communication skills.