6 Types of Communicators
Transcript of 6 Types of Communicators
6 distinct styles of communication which work in
different situations.
People do not respond to what is said, but to the manner in which the words are used. For example, close the door and CLOSE THE DOOR both convey different meanings, even though the words are the
same.
If you can control communication style, you can control the outcome of most
interactions. But remember that each person expects the other to communicate exactly as he does. When these expectations
are not met, conflict exists.
There are six styles of communication – Noble, Socratic, Reflective,
Magistrate, Candidate, and Senator. You can learn to use
all of the styles or a combination of them to talk your way out of
trouble and into success.
The Noble is a tell-it-like-it-is communicator like the character
played by Clint Eastwood. He typically says what other people only think. He believes that each person
should say exactly what he feels and that to do less is dishonorable. He tends to be unconcerned with the
feelings of others.
Nobles talk to produce a result, but they often forget that building a relationship at the beginning of a
conversation will have an impact on the outcome. A Noble will walk in, sit down, and say, Okay let’s get to work. There’s
no chitchat. You may have blood dripping from your nose, but the Noble
sits down and says, Okay let’s get to work, it’s business a usual.
Nobles are bottom line communicators who want to go from A to Z in a straight line and not be
bothered with the details in between. They do not need detail to grasp the main idea. They skip the descriptive prose when reading a novel. They read the words in quotation marks because that is where the action is.
Dealing with Nobles is easy because they are predictable, uncomplicated communicators who do not get hurt easily. In talking with
them, be direct. Start your conversation by stating your purpose or conclusion first.
Identify your main points and ask if they would like additional information. Do not be
intimidated by Nobles. Learn to ignore some of their statements. They do not mean to
offend you; they just do not filter their thoughts before they speak. If you want them to do something, give alternatives from which
to choose.
In the Socratic, a series of questions leads the answer to a logical conclusion.
Socratics are persuasive communicators who enjoy discussion, debate, and
negotiation. They can look at the total picture and sort through the grey areas in a situation. This can be a valuable asset in the workplace, particularly when resolving
conflicts. However, this ability is often overshadowed by the Socratic tendency
to be directive.
Socratics talk in foot notes. They begin telling you something then drop down the footnote to provide information about the topic, then go back to the topic, then drop
back down to the footnote, and so on.
Those who do not think in footnotes get lost in the maze.
Do not expect any interaction with a Socratic to be brief. Do not be offended when he begins
to lecture you. This is part of his style and it does not have anything to do with how he feels
about you. Nothing is ever complete enough for the Socratic, and if you expect him to
accept your project or proposal on the first try, you will be frustrated. You probably do several rewrites and get irritated when the Socratic
requests further changes on your final product. Instead of bringing him a final product, let him see it in various stages. At each stage, ask the
Socratic for input.
The Reflective type is concerned with the interpersonal aspects of the interaction. Accurate transmission of information, expression of opinions, and tangible results play secondary roles because Reflectives believe
that maintaining the personal relationship assumes precedence.
Reflectives will say nothing if, expressing an honest opinion will cause the other person to
become angry or displeased. They will tell you what you want to hear rather than what they feel,
to avoid conflict.
Reflectives are reluctant to express strong opinions but do engage in self-disclosure. They will share their inner most feelings and allow the other person to do the same. People tell their problems to the Reflective because he listens. Reflectives are good at getting people to open up, a positive
management skills.
Credibility is a problem for Reflectives because of their reluctance to be directive or
assertive. Their ideas are often ignored in meetings, because they
do not speak with confidence. Strong willed individuals take advantage of the courteous Reflective by talking
over or interrupting him.
The Magistrate believes that honest exchange of opinions and information and analysis of detail are the primary reasons for communicating. He is like Muhammad Ali – direct, straight and forward. At first
glance, this combination of characteristics appears ideal for one who aspires to lead.
The Magistrate can be an illuminating leader, but people tend to think of him as
a would be dictator.
Magistrates are intense and often over bearing. They don’t feel the need to be honest all the time. If they think you can take it they will tell you like it
is. Otherwise, they will soften the way they tell you, you are wrong.
The Magistrate is concerned with the bottom line and details. As a result Magistrates produce a polished product without the help of others. But
this characteristic turns out to be a double- edged sword. The Magistrate’s self contained abilities
lead people to think of him as a know it all.
Magistrates are persuasive in the public arena, but totally inept in interpersonal
encounters. As eloquent orators, Magistrates can persuade audiences of
thousands to move mountains. But one-in-one they can be dismal failures.
Magistrates tend to have difficulty dealing with people at work. They are often
argumentative and get into trouble because talking without listening is part of their style.
The Candidate is – pleasant and patient, and believes that problems can be solved by
talking. He is a communicator who is warm, supportive, analytical, and verbose.
Candidates are soft spoken story tellers who want people to like them. A Candidate will
attempt to establish a personal relationship by making self disclosure statements and
narrowing in on the personal aspects of others.
Candidates know a lot of words. When they are on the losing end of an argument, they will dig deep into their inner dictionary and pull out
words to baffle their opponents. The other person will back off, rather than admit he
doesn’t understand what the Candidate is saying.
When attempting to persuade the Candidate, be patient and willing to
listen. If you cut the conversation short or become overbearing, he will withdraw into his shell. He will say nothing or say what
you want to hear. Once you have accepted that you must listen to this chatty
communicator, the key to persuasion rests on personal experience. Allow yourself to be included in the Candidate’s world of
personal experiences and vice-versa.
Probably the most clever type, the Senator views communication as a strategy for success.
They makes a conscious effort to control the environment. Before they speak, Senators think
about the situation, whom they are speaking with, and the style they think will work best.
The Senator listens as a Reflective, but speaks as Noble. Because people think Senators are
harmless. Reflectives, they divulge information. Once they have the information advantage,
Senators strike.
Senators are experts at the hooded eye technique of not letting others know how you really feel. They use it to sabotage
they don’t favor and get even.
But the Senator has one unique problem: unpredictability. He may even be
perceived as fickle by those who observe him in more than one situation.
To control the Senator, observe him in more than one setting. Watch for the shift from Reflective to Noble, which shows an
attempt to gain the information advantage. It is a challenge to be able to persuade a Senator. You have to be on your toes
every minute. When you are good at doing this, you can draw him into responding in a
style you’re most comfortable with.