Jay Nisberg

One-to-one communication problems often can be resolved by understanding your communication style through the styles of others. Effective managers do this to make other people understand them, be receptive to ideas and lessen their resistance to change.

The work of psychologist Carl Jung offers a framework that managers can adopt to improve communication. Jung found that people tend to have one of four communication styles: thinker, feeler, doer and intuitor.

Our navigational styles form patterns of behavior recognized by others through the way we write, dress, speak, act and think. Let’s examine navigational styles and see if you recognize yourself.

Thinker

Thinker style of navigating relies heavily on reasoning and logic. Thinkers have a strong sense of linear time; past, present and future are connected in a logical sequence. If the facts don’t fit in this order, they are likely to be ignored and discarded.

The thinker’s strength is in analyzing data and using it to solve problems, often with a variety of solutions. Other people view thinkers as rational, objective and unemotional.

Feeler

A feeler’s style is anchored in feelings and emotions. Users can’t separate their emotions from a situation when making decisions. They are very aware of moral issues/dilemmas, and they show more empathy and compassion for people than the other styles.

Feelers tend to be more traditional in their approach to solving problems. They think best when people are around and they feel they are contributing.

Doer

No other style has the ability to perceive the present moment as fully as the doer. The doer is considered the most practical and pragmatic in making decisions. This navigational style is results-oriented and likes useful — not theoretical or conceptual — solutions to problems.

Doers can absorb vast amounts of data about what’s happening around them and use it to get things done quickly. Doers tend to be better at making short rather than long-range decisions.

Intuitor

The intuitor lives in the future — a world of concepts and ideas, rather than actions, feelings or logical thought. This style is more at home with what will be then with what is or was. Such a person is able to see the potential in a situation or person.

The intuitor is easily frustrated with routine in detail. To others the intuitor may appear flighty and unrealistic; but this person can be inspired about the future as quickly as the doer can initiate a project, the thinker can evolve a new theory and the feeler can recognize the effects of a decision on the people involved.

Once you’ve identified the other person’s navigational style, you can modify yours so there is less friction and your styles become complementary.

If the other person is a thinker, prepare to work with him or her by being armed with all the facts. This makes you look credible and helps develop a rapport so you can explore the alternatives to solving a problem.

If you’re dealing with a doer, realize this person makes decisions quickly. Don’t overwhelm this individual with the same amount of facts you would provide the thinker.

If the other person is a feeler, be prepared to listen to feelings. However, once you build a relationship with this type of person, you’ll be rewarded with the feeler’s greatest strength — loyalty.

Jay Nisberg is an internationally known management consultant recognized for his work in strategic planning and growth management with professional services firms and privately-owned businesses. He is the author of the “Random House Handbook of Business Terms” as well as the “Random House Dictionary of Business Terms.” Nisberg is the longest active member of Accounting Today’s “Top 100 Most Influential People in the Accounting Profession.” He is the co-author of “Stratagem: Simple, Effective Strategic Planning for Your Business and Your Life,” published by Smart Business Books. Contact him at jaynisberg@snet.net.

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Communication style conflicts can have a powerful effect on the activities within a corporation. When we communicate, we are either building or breaking down relationships with individuals who are part of our working teams.

In the business environment, management problems are more frequently interpersonal problems than anything else. If we can become more sensitive to the qualities that make up different styles of communication, we can work from our strengths rather than our weakneify our styles to be more effective with others — in other words, we can learn to “speak their language.”

Here are three key steps to increase your listeners receptively to your message. 

Preparation

  • Figure out the style and needs of the person you want to reach.
  • Consider timing and mood in terms of the other person’s navigating style.
  • Anticipate style conflict. When planning your delivery, think of the two or three most likely objections and prepare alternative ideas in keeping with the other person’s style.
  • Make certain that any materials such as memos or charts are consistent with the other person’s style.

 Presenting your ideas

  • Let the other person discuss the topic before you present your ideas. You may discover clues you’ve missed.
  • Present your ideas clearly and briefly. Be sure to use the mode with which your listener is most comfortable.
  • Answer questions using the kind of words that suit the other person’s navigating style.

 Coming to an agreement

  • Ask for the other person’s reaction. Watch for the clues to his or her style and the way the response is given.
  • If the reaction is negative, try to explore the other person’s point of view more fully. Don’t automatically assume you understand his or her thinking process; use open-ended questions.
  • Restate your listener’s views in your own words to be sure you understand the listener’s points to let him or her know how you understand those views.
  • Summarize the difference in your viewpoints. Try to explore options and alternatives together.
  • If the reaction is positive, discuss the next step so you both know what is going to happen.
  • Don’t oversell. When you’ve gained agreement, stop. Then leave and go on to another topic. Too much discussion can generate second thoughts with the person you’re trying to influence.

 Storms are common in the business environment. Conflicts in navigational style occur regularly as difficult issues arise that require resolution with other managers, subordinates and customers. While we can’t remove the issues, we can change the outcomes. We can change the way people relate to each other.

When we view interpersonal differences in terms of our different styles of communicating, we increase our chances of working together toward more productive ends. ●

 

Jay Nisberg is an internationally known management consultant recognized for his work in strategic planning and growth management with professional services firms and privately owned businesses. He is the author of the “Random House Handbook of Business Terms” as well as the “Random House Dictionary of Business Terms.” Nisberg is the longest active member of Accounting Today’s Top 100 Most Influential People in the Accounting Profession. He is the co-author of “Stratagem: Simple, Effective Strategic Planning for Your Business and Your Life,” published by Smart Business Network. Contact him at jaynisberg@snet.net