Here's how you can tailor your communication style to different personality types.

As a recent entrant into the world of Transactional Analysis, TA is my new framework for professional communication. As a leader, I have stayed away from game-playing with people, with a simple rule of thumb - communicate how I would like to be communicated to. People in leadership roles slip into the 'parent' role, either commanding or nurturing. It leads to obedience at best and not accountability. If the situation demands nurture, control or creativity it's great to slip into the parent or child roles with the team. However, designing for accountability is an adult-adult game! I try having direct 'adult' conversations when I need accountability, inviting my team to be clear & commit to what THEY wish to achieve. So far, it has worked!

I believe it's essential to understand the various personality types and traits, but human behaviour can be unpredictable. Taking the time to genuinely get to know each team member through meaningful conversations is crucial. By asking genuine questions being empathetic where needed and actively listening, you can tailor your communication to support deeper connections and understanding. This approach will help foster an environment where everyone feels valued and respected and people will start to show their more honest authentic self.

"Conhecer as diferentes personalidades na sua equipe é o primeiro passo para uma comunica??o eficaz. Ferramentas como o MBTI ou o DISC ajudam a entender melhor os tra?os de cada indivíduo. Com essas informa??es, você pode adaptar sua abordagem para ressoar com cada personalidade, promovendo uma comunica??o mais eficiente e relacionamentos mais fortes."

To tailor communication to various personality types, start by analyzing traits. For analytical people, focus on data and logic. With drivers, be direct and to the point. Amiable types appreciate a friendly, relationship-focused approach, so prioritize empathetic listening. With expressive personalities, engage in vibrant, enthusiastic discussions. Observing and adapting to these preferences can enhance interactions, making communication more effective. This approach fosters better understanding and collaboration across diverse personality spectrums.

Managerial communication doesn't always take into account the dynamics and challenges that every communication process faces For example, it doesn't make an accurate analysis of the “public”. Who is in favor, who is neutral, who is opposed to the proposal being presented. Similarly, language and narrative are not structured to provoke understanding and adherence. What's more critical, the objective or expected reaction is not always made clear in the discourse. The construction of the presentation must consider all these basic items and make room for feedback afterwards.

Absolutely, as a leader, it's crucial to adjust your communication style to suit the preferences of your team members. Flexibility is key—it's not about expecting them to adapt to you but rather demonstrating your willingness to meet them where they are. Being able to switch between styles shows respect for individual differences and highlights your versatility as a leader. It fosters a culture of understanding and collaboration within the team.

I don't think there's anything more present in the recommendations for achieving high team performance than the practice of active listening. Listening attentively is so obvious that it shouldn't even need repeating. But the practice, “my schedule is so busy”, backed up by phrases like this, always reminds us that we have to dedicate time and attention to listening to teams. Listen. They're telling you what they need, what they don't know, what they're afraid of, what they dream of.

Yes, I agree with this: the timing and approach of feedback are crucial. It's not just about what you say but how and when you say it. Timely feedback allows individuals to reflect on recent events or behavior, enabling them to provide input and improve. Delayed feedback can be unfair and less effective. There's a lot to consider about feedback—it's not just about delivery but also timing and environment. Whether face-to-face or virtual, the context influences its impact. It's vital to gauge readiness and receptiveness, delivering feedback in a supportive manner. Timeliness, specificity, and supportiveness maximise its effectiveness and foster growth.

A few years ago, I led a team with diverse DISC profiles: Dominant, Influential, Steady, and Conscientious. During a project meeting, the more vocal Dominant and Influential members overshadowed the Steady and Conscientious ones. To address this, I introduced a roundtable format where everyone had equal time to speak. In one session, a typically reserved Steady member shared a suggestion that significantly improved our project's efficiency. This idea sparked collaborative discussion and refined our plan. The Dominant members acknowledged the value of different perspectives, and the Influential ones rallied the team around the new idea. This experience showed me the importance of fostering dialogue to achieve better results.

Feedback should be an open dialogue involving both parties. It's not just about giving instructions or critiques; it's about fostering a conversation where everyone feels valued and heard. Encouraging dialogue is crucial, especially when dealing with diverse personality types. Creating an open environment where team members feel comfortable expressing their thoughts and opinions is essential. This not only helps gather diverse perspectives but also allows for a deeper understanding of how each person communicates. Using this information to refine your approach ensures that your communication style promotes inclusivity and collaboration, ultimately leading to more effective feedback and stronger team dynamics.

There's nothing better to start a conversation than asking a question. A real question, with the intention of listening, and not just a rhetorical question with an implicit answer. The question can even be directed at a particular person, perhaps someone who is not participating, but who has something to contribute. The question has to be humble. It can't be an interrogative statement. Admitting that you don't know is a good way to ensure a safe environment for everyone.

The benefit of feedback as a routine interaction is that the manager has a much clearer view of the effectiveness of his or her role as a communication agent. This name, even if it doesn't appear in the job description, is part of the manager's work with his team. Knowledge alone, however, is not enough to improve effectiveness. Once you have the data, you often have to adjust your speech, posture and attitude towards the team. Often, the speech is too technical. Others lack depth. Understanding and adjusting is mandatory for anyone who wants to lead.