Communication Style Survey
Influencing Guide

This guide presents suggestions on ways to influence the individual of each communication style.



Thinker Feeler
Do This: Don't Do This: Do This: Don't Do This:
  • Be logical, well organized, specific
  • Praise logic, caution, rationality, prudence
  • Tie past results to present concerns and future plans
  • Assign projects that require precise analytical approaches
  • Allow sufficient time to cover all details
  • Stress facts, evidence
  • Write it
  • Be overly aggressive or domineering
  • Overemphasize results bottom line
  • Cut corners in an effort to save time in a crisis mode
  • Assume that s/he will see priorities as you do
  • Be overly emotional or seek personal approach
  • Start with small talk
  • Push on the phone
  • Show support and concern
  • Stress your need for help
  • Provide personal recognition for achievement
  • Praise enthusiam, loyalty, sensitivity, awareness
  • Allow work with others
  • Offer your personal help and be encouraging
  • Close personal follow-up
  • Be negotiable
  • Be overly demanding
  • Be cold and aloof
  • Press hard for immediate results or change
  • Seek great analytical detail, precision, or immediate action
  • Assume deadlines
  • Allow long lapses for review and control checkpoints
  • Push for written follow-up
  • Be impersonal



Intuiter Do-er
Do This: Don't Do This: Do This: Don't Do This:
  • Praise creativity, vision
  • Allow use of creative, innovative approach
  • Express concern for long-term results/potential
  • Be future oriented
  • Rely on the intellectual approach
  • Emphasize the big picture
  • Expect action-oriented behavior
  • Rely on a warm, personal approach
  • Be overly demanding or domineering
  • Expect pragmatic actions
  • Permit tasks to remain unstructured
  • Be overly specific, analytical, detailed
  • Talk in terms of results
  • Be specific and to the point
  • Reinforce past results
  • Praise energy and drive
  • Talk short-term plans
  • Assign to quick-results projects and work
  • Stress action plans and short-term deadlines
  • Prepare detailed, long reports
  • Dwell on long-range objectives
  • Be vague on expections
  • Be overly intellectual
  • Input too much at once
  • Assign to long-term results projects and work
  • Insist on written reports: balance oral and written



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