Understanding

Communication
Preference Styles

Reference
Guidebook

Ian C. Woodward
New Edition – (Pre-release version June 2018)
 Understanding Communication Preference Styles: Reference Guidebook

Copyright ã 2018 by Ian C. Woodward. All rights reserved. Published in PDF format in Australia.
No part of this book may be used or reproduced in any manner whatsoever without written
permission. For information, address queries to the publisher: Maestro Communication (Maestro
Communications Pty Ltd.) at: PO Box 102, Killara, NSW, 2071, Australia.

The author has made every effort to ensure the accuracy of the information within this publication
was correct at time of publication. The author does not assume and hereby disclaims any liability to
any party for any loss, damage, or disruption caused by errors or omissions, whether such errors or
omissions result from accident, negligence, or any other cause.

Grateful acknowledgement is made for the reproduction cover artwork: “Spring” by Veronica
Yun, which was commissioned for this Reference Guidebook in 2018. Its imagery and colors
suggest engagement between four different communication styles connecting in collaboration.

This is a New Edition (pre-release version) of the Understanding Communication Preference

Styles: Reference Guidebook. It is for use with the Communication Preference Styles Survey
(CPSS) V4.1 and V5.1 – June 2018.

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Contents

Introduction ........................................................................................................................................................... 3
How to Use this Reference Guidebook ............................................................................................ 3
How Our Communication Preference Styles Reveal Themselves to Others .............................. 3
What We Can Achieve by Understanding Communication Approaches and Preferences ........ 4
Communication Intelligence and Psychometric Principles .......................................................... 5
Part 1: Understanding the Three Dimensions of Communication Approach: Culture, Communication
Preference Styles and Personality ................................................................................................................... 6
1.2 Communication Approach—An Illustration ............................................................................. 6
1.2 How Cultural Background Influences Communication Approach ......................................... 7
1.3 The Four Communication Preference Styles ........................................................................... 8
1.4 Personality Characteristic: Extroverts, Introverts and Ambiverts ....................................... 10
1.5 How Pressure, Nerves and Stress Can Affect Communication Preference Styles ........... 11
Part 2: Interpreting Your CPSS Survey Results............................................................................................ 12
2.1 Your Personal CPSS Results Report ....................................................................................... 12
2.2 Understanding the Five Communication Preference Intensities ......................................... 13
2.3 Communication Preference Styles: Potential Strengths and Challenges........................... 15
2.4 Preference Style Combinations ............................................................................................... 21
2.4.1 Two Styles in Combination ................................................................................................ 21
2.4.2 Three Styles in Combination ............................................................................................. 25
2.4.3 The All Moderate Communicator ...................................................................................... 25
2.5 Communication Preference Annoyance Triggers.................................................................. 26
2.6 Your Results Under Pressure, Nerves and Stress ................................................................ 27
2.7 How Extroversion, Introversion and Ambiversion Affect Communication Approach........ 28
2.7.1 Common Communication Features of Extroverts, Introverts and Ambiverts ............. 29
2.7.2 A Few Notes on Ambivert Communicators ..................................................................... 30
2.7.3 Avoiding Frustration: Understanding “Talk and Think” Processes .............................. 31
2.8 When Strong Personality Meets Strong Communication Preference Styles...................... 32
Part 3: Using Your Survey Results to Improve How You Communicate .................................................. 33
3.1 Nine Steps for Making Positive Changes ................................................................................ 33
3.2 Quick Tips for Building Communication Styles and Overcoming Challenges .................... 34
Appendix 1: Communication Intelligence Model—An Overview ............................................................... 35
Appendix 2: Further Information on the Communication Preference Styles ......................................... 37
Language and Content; Communication Processes; Presence: Nonverbal/Paraverbal......... 37
About the Author ................................................................................................................................................ 43

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Introduction
Communication is vital in every aspect of our lives. Because we are all unique, we favor different
ways of communicating. Becoming deeply aware of our personal Communication Preference Styles
is part of developing our “communication intelligence,” which in turn involves understanding our
own “communication approach” and that of others. Developing this level of awareness can make
us much more effective communicators.

To assist people in developing this awareness, Ian C. Woodward, who is a professor at INSEAD—
the Business School for the World in Singapore—developed the Communication Preference
Styles Survey (CPSS) together with a model of communication intelligence over the past two
decades as part of his ongoing research and lecturing work on effective leadership communication.
This Reference Guidebook is meant to accompany the CPSS and help readers understand their
communication approach, their Communication Preference Styles and their own CPSS results.

How to Use this Reference Guidebook

Readers should use this Reference Guidebook to understand communication approaches in

general and then to interpret their personal CPSS results using that understanding. It provides
information about two of the major influencers of communication approaches: the four major
Communication Preference Styles and the communication features of personality
(extroversion, introversion and ambiversion).

The Reference Guidebook discusses the topics of communication approach and Communication
Preference Styles in three parts:

• Part 1 explains the concept of communication approaches. This includes the impact of
culture, Communication Preference Styles and personality in shaping communication
approaches. It also touches upon how pressure, nerves and stress may affect preference
styles.
• Part 2 contains detailed information to help readers interpret their own CPSS results
report. It includes detailed information about the four Communication Preference Styles
and how personality characteristics interact with these preference styles and
communication approaches.
• Part 3 focuses on what we can do with this new knowledge, including how to use the
survey results to become a better and more effective communicator.

How Our Communication Preference Styles Reveal Themselves to Others

Our personal Communication Preference Styles reveal themselves to others through:

• verbal language, including word choices and emphasis;

• subject, topic and content selection and priorities;
• the application of communication processes and structures;
• the use of nonverbal (body language), paraverbal (voice), visual communication signals and
communication behaviors; and
• the overall sense of approach in communication which people display or respond positively
toward.

As humans are so diverse, there are different levels of intensity and various combinations of
Communication Preference Styles. Each style brings different benefits and strengths in ways of

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communicating as well as potential challenges and difficulties. People with strong preferences may
experience problems and conflict where the communication style of the person with whom they
are communicating is the opposite of theirs.

What We Can Achieve by Understanding Communication Approaches and Preferences

The foundation for effective communication is awareness.

Each person has his or her own way of transmitting (and framing) and receiving (and interpreting)
communication messages, whether verbally, nonverbally, visually, behaviorally or through
technology. We call this the person’s communication approach. Three dimensions significantly
influence this approach: cultural background (discussed in Part 1), the four Communication
Preference Styles, and personality.

The four Communication Preference Styles (discussed in detail in Part 2) are:

Style 1: Rational (Logical, Factual and Direct)

Style 2: Structured (Organized, Detailed and Careful)
Style 3: Expressive (Interpersonal, Emotional and Sensitive)
Style 4: Visual (Imaginative, Conceptual and Animated)

The key personality characteristic of Extroversion, Introversion and Ambiversion is also discussed
in detail in Part 2.

When we become more aware of our own needs (built on our communication approaches) and
those of others, we can connect and engage more successfully. This deep and insightful level of
communication awareness leads first to development and change priorities, then to practice and
finally to performance improvements—that is, to becoming a more effective communicator in all
formats. (For more information about how CPSS survey results can be used to improve
communication impact, refer to Part 3.)

There is value in using a diagnostic tool such as the CPSS not only to identify our own preference
styles, but as a concrete starting point to begin reflecting about styles in general, as well as the
difference between preference and capability—and why preference matters. Preference matters
because it reflects an innate style that people tend to default to whether or not they are aware of it,
particularly in conditions of pressure or stress. (For more on how pressure and stress influence
Communication Preference Styles, see page 11.)

By understanding our own Communication Preference Styles and personality, we can:

• build the potential strengths associated with that style;

• overcome the potential problems of that style when communicating with people who have
different preference styles; and
• increase our understanding and awareness of the preference styles and needs of other
people with whom we communicate, which may help prevent misunderstandings.

Important Note: There is no ideal communication preference style or combination. The major
purpose of the CPSS and its results is to promote reflection and deepen awareness. It is a
development tool. It is not about “boxing” people into neat categories or “stereotyping” them.
Any individual may or may not have many of the characteristics described in the Reference
Guidebook. However, the communication characteristics that we can explore based on CPSS
results should reveal important insights into our development as more effective communicators.

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Each style has advantages and disadvantages in different communication situations. Understanding
these Communication Preference Styles can help build awareness of self and others. With
knowledge about our preference styles, we can build our potential strengths, overcome potential
problems, and enhance our capacity to more effectively communicate with those whose preference
styles are different from our own. We can also consider adopting techniques from other styles to
match the needs of a particular communication situation or purpose.

Communication Intelligence and Psychometric Principles

The CPSS is a diagnostic survey built on psychometric principles1 designed to elicit a person’s
responses to, and resonance with, the four Communication Preference Styles. It can be used for
developmental and reflection purposes. It covers a range of personal and behavioral
communication features that affect and influence Communication Preference Styles. As noted
earlier, individual Communication Preference Styles reflect themselves in language, process and
nonverbal signals as well as our overall style and approach to communicating with other people.
They influence perceptions of communication intelligence and likely use of specific
communication techniques.

Various aspects of our selves contribute to our personal Communication Preference Styles.
These aspects include major psychological characteristics—such as personality and traits, learning
styles and thinking orientations—together with gender, social factors, and life, education and
professional experiences. Explicit communication skills, learning or training may also influence
these preferences, if they are deeply developed and practiced over time through extensive
experience.

The online CPSS (V5.1) contains 95 questions spread across five sections. The final results report
reflects the collective and integrated responses to all the questions.

By answering the CPSS questions, we can reveal substantial insights about our own preference
styles in communication—as well as the potential strengths and challenges in our communication
approach. These insights build our capacity to develop communication intelligence. (See Appendix
1 for a description of the communication intelligence model.) The CPSS results also report on the
personality characteristic of being an Extrovert, Ambivert or Introvert, which influences how we
communicate. (For details, see 2.7, How Extroversion, Introversion and Ambiversion Affect Your
Communication Approach, beginning on page 28.)

Sometimes the CPSS survey results surprise people. We all have communication skills that exist in
styles beyond our preferences because we develop skills and capabilities in response to need (as
well as through training) over time. Such skills might not show themselves in our preferences.
However, our underlying Communication Preference Styles represent those that are most natural,
instinctive and obvious in us.

Under pressure, nerves and stress, we will frequently resort to our underlying preference behaviors
and skills ahead of any learned ones. For some people, Communication Preference Styles can
change with intense situations, such as pressure, nerves, anxiety or stress. We can call these
“stressor preferences.” The CPSS research data show that around 40% of people have these so-
called stressor preferences and can shift or change their communication preferences compared
with their general preference state. For more information about how pressure, nerves and stress
may affect Communication Preference Styles results, see page 27.

1Psychometric diagnostic surveys can be used to measure the psychological aspects of a person’s behavioral styles and orientations,
such as attitudes and personality traits. Diagnostic surveys developed on psychometric principles, such as the CPSS, measure
specific characteristics and orientations related to defined parameters (in this case, four defined communication preference styles
and an aspect of personality). Surveys such as the CPSS are designed to be used for development purposes rather than assessment.

5
Part 1: Understanding the Three Dimensions of Communication
Approach: Culture, Communication Preference Styles and
Personality

While various factors can influence communication effectiveness in specific situations (such as
knowledge level of a topic under discussion, or the relevance of the content), there are three
communication dimensions that are with us across all communication situations. They are
culture, preference styles and personality. Together, these three dimensions combine to form our
communication approach.

1.2 Communication Approach—An Illustration

Before explaining the three dimensions (culture, Communication Preference Styles and
personality), here is an illustration of different communication approaches in action: In March
2011, four global investment partners met by video conference to discuss plans for the final round
of a toy design competition they were sponsoring. Their meeting minutes included comments
made by each partner in the order they spoke:

• John: “I like this. Good risk and reward. Timing means committing some real money now,
but with the right business plan, we can target a 20 per cent return in the next year. Given
the market analysis, let’s restrict the design options to two clear segments: younger kids and
pre-high school. I want to make sure the teams know the competition restrictions and the
data we require.”

• Sarah Jane: “I saw some fantastic design teams in the first round who want to go all the
way in the competition. We should look at how innovative and creative their ideas are. I
want to see what their strategies are for the new toys and what their marketing visions are.
It would be marvelous if one or more of these designs won one of this year’s big toy
awards. Energetic team presentations are essential. We must stress how important it is to
show us the promotional visuals for the designs. They can use 3D printing for the
prototypes.”

• Carl: “We need the team members to display how they work together. The people are
important if we are to partner with them by investing for the longer term. How do they
collaborate, and is their passion for their new toys? Are they sensitive to what children and
their parents really want? How do they feel about working with us? We could ask them to
share some personal examples of their previous work. It would be ideal if we could speak
with some of the children who have used their toys in the past and some of their
employees. I believe we need to have some quieter personal conversations with the team
members, not just watch the presentations. I really appreciated being able to talk with the
people we met in the first round to get to know them.”

• Sakura: “We should provide sufficient time to listen to the team presentations carefully
and review their submitted materials to develop thorough questions. From every
presentation, we should be able to evaluate how financially viable the product is, and where
the investment returns may be coming from. It may be helpful to have the teams submit an
implementation plan for their toy designs that covers areas such as operations, logistics and
intellectual property protections. We may wish to reflect upon how comfortable we are—
based on the preliminary analysis and the competition legal protections—that we are
managing our risks in this development funding competition. This is the first time we have

6
 organized a competition of this kind, and there are many important matters for
deliberation. There are some detailed comments on the 24 items of the competition agenda
rules that I circulated yesterday. On balance, we may wish to consider having the final
teams we choose combine both of the toy segments.”

Each example demonstrates a very different communication approach reflecting some aspects of
the person’s cultural background, Communication Preference Styles and personality:

• John is American based in New York City. He is a strong Style 1 Rational Communicator
and an Extrovert.
• Sakura is Japanese based in Osaka. She is a strong Style 2 Structured Communicator and an
Ambivert.
• Carl is Danish based in Copenhagen. He is a strong Style 3 Expressive Communicator and
an Introvert.
• Sarah Jane is a New Zealander based in Auckland. She is a strong Style 4 Visual
Communicator and an Extrovert.

1.2 How Cultural Background Influences Communication Approach

The Communication Preference Styles and personality characteristics sit underneath our
cultural communication backgrounds and attitudes. Like the umbrella in the graphic, a
person’s cultural background is the overarching dimension of communication approach. Within a
national or ethnic culture, the distinct differences in the four Communication Preference Styles are
likely to be very obvious. But in cross-cultural settings, specific and substantial differences in
cultural/language approaches may lead people to see another person’s preference styles
differently—that is, the cultural differences may be much more significant than the individual
Communication Preference Styles.

For example, in a culture where there is a higher or larger overall level of body language intensity
and louder voice volume compared with another culture (for instance, Italian culture compared
with Thai culture), a person who has equal intensity in the Style 3 communication preference
(Expressive) is likely to appear more expressive to the Thai, and not as expressive to the Italian.

7
Similarly, all cultures have Extroverts, Introverts and Ambiverts. Yet if a Dutch Extrovert meets a
Korean Extrovert, the Dutch person may perceive the Korean as more introverted because of
Korean cultural characteristics, such as level of voice volume (lower), intensity of body language
(lower), and highly respectful, less direct speech content.

The Communication Preference Styles Survey (CPSS) does not address cultural similarities and
differences in communication; nor does this Reference Guidebook in detail. The CPSS may be
taken by people of any cultural background. It is highly recommended that leaders and executives
involved in global or cross-cultural business learn more about cultural similarities and differences
in communication. 2 There are many different dimensions of cultural characteristics in
communication. Below are just two examples. Note, however, that people are individuals, and may
or may not fit into one or more of these generalized examples.

High-Context Versus Low-Context Cultures

High-context cultures tend to have communication that seems more indirect and implied. These
cultures use words that are embedded and interpreted in the situation and relationship. There can
be higher levels of indirect content and multiple possible meanings for words, making language
choice significant to accurate interpretation. Examples of high-context cultures include Japan,
Thailand, Saudi Arabia, Latin America and West Africa.

Low-context cultures tend to have communication that seems more direct and explicit. These
cultures use words and content that can be more task- or outcome-oriented. There can be
forthright and confronting content, with definitive words and phrasing having a single meaning.
Examples of low-context cultures include the Netherlands, Denmark, Germany, Australia and the
United States. One context type is not “better” than the other, but they are very different.

Body Language (Nonverbal) and Voice (Paraverbal) Cultural Intensity

Different cultures also convey different levels of intensity in body language and voice. Body
language differences include the size and frequency of hand gestures, the level of facial expression
movement, and eye contact rules (based on age, position or gender). Vocal intensity and
expressiveness differs from culture to culture. This includes volume of voice, speed/pace of
speech, pitch modulation, and length and use of pauses/silence.

Higher nonverbal- and paraverbal-intensity cultures include those from southern Europe (e.g.,
Italy), the Iberian Peninsula (e.g., Spain) and Latin America (e.g., Brazil). Lower nonverbal- and
paraverbal-intensity cultures include those of north Asia (e.g., Japan), southeast Asia (e.g.,
Cambodia) and northern Europe (e.g., Finland). One level of intensity is not “better” than the
other, but again they are very different.

1.3 The Four Communication Preference Styles

As discussed above, when we analyze our communication approach and those of others, we should
first consider cultural background as an overarching dimension, since different cultures and
languages significantly influence the way we communicate and provide a rich diversity of
communication features across our world.

2There is a wide range of books, articles and web materials available on cross-cultural characteristics, including: Edward T. Hall,
Beyond Culture (1976); Erin Meyer, the Culture Map (2014); and Geert Hofstede (https://geerthofstede.com/landing-page/). The
examples provided above include material adapted from these sources.

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However, next—at an individual level and sitting below culture—there are two further specific and
crucial communication dimensions to consider and the CPSS presents results for both of these
dimensions:

• Individual Communication Preference Styles

• Personality Characteristic: Extroversion, Introversion and Ambiversion

Communication Preference Styles influence the way we transmit and deliver—as well as receive
and interpret—communication across different situations and different communication formats or
media. The four main Communication Preference Styles that represent a collection of
communication characteristics found in people, each associated with potential strengths and
potential challenges, are:

Style 1: Rational (Logical, Factual and Direct)

Style 2: Structured (Organized, Detailed and Careful)
Style 3: Expressive (Interpersonal, Emotional and Sensitive)
Style 4: Visual (Imaginative, Conceptual and Animated)

Style 1: Rational (Logical, Factual and Direct)

Style 1 (CPSS Report Color Purple) is the Rational Communicator, whose overall approach
appears logical, factual and direct. The Rational Communicator builds on analysis and
forthrightness while demonstrating a sense of urgency. The Rational Communicator usually prefers
key information that gets straight to the point in communication, and has a communication style
that is outcome-/task-oriented and objective.

Style 2: Structured (Organized, Detailed and Careful)

Style 2 (CPSS Report Color Silver Gray) is the Structured Communicator, whose overall
approach appears organized, detailed and careful. The Structured Communicator builds on
organization and thoroughness in communication materials and processes while paying significant
attention to accuracy, detail and a comprehensive understanding of facts, information and
language. The Structured Communicator usually prefers stability and sequence in communication,
and has an organized and meticulous communication style.

Style 3: Expressive (Interpersonal, Emotional and Sensitive)

Style 3 (CPSS Report Color Green) is the Expressive Communicator, whose overall approach
appears interpersonal, emotional and sensitive. The Expressive Communicator builds on
relationship communication and uses description while showing empathy, passion or sensitivity.
The Expressive Communicator usually prefers more descriptive language and interactive body
language in communication, and has a communication style that is collaborative and emotive.

Style 4: Visual (Imaginative, Conceptual and Animated)

Style 4 (CPSS Report Color Orange) is the Visual Communicator, whose overall approach
appears imaginative, conceptual and animated. The Visual Communicator builds on ideas and
images while displaying creativity and activity. The Visual Communicator usually prefers “big
picture” conceptual language and content with graphic visuality in communication, and has a
communication style that.is creative and imaginative.

9
 Style 2 Style 3
Silver Gray Green

The Structured Communicator – The Expressive Communicator –

Organized, Detailed and Interpersonal, Emotional and
Careful Sensitive

We need to understand … We feel and believe …

Walk us through all the details. Consider how this affects us.

Style 1 Style 4
Purple Orange

The Rational Communicator – The Visual Communicator –

Logical, Factual and Imaginative, Conceptual and
Direct Animated

I know the facts demonstrate … I imagine this idea …

Get to the point and the result. See the opportunities and benefits.

1.4 Personality Characteristic: Extroverts, Introverts and Ambiverts

Beyond culture and the four Communication Preference Styles, the third crucial dimension
influencing our communication approach and behaviors is an underlying aspect of our personality:
the degree to which we are Extroverts, Introverts or Ambiverts. This is an important dimension
affecting many of our personal communication behaviors and priorities, especially related to the
extent of our active social engagement and energy of interaction with people in spoken
communication settings or our methods in combining thinking and speaking.

This aspect of our personality needs to be taken into consideration in addition to our
Communication Preference Styles because there are Extroverts, Introverts and Ambiverts in all

10
four styles, and their natural tendencies influence their communication energy and structuring,
verbal patterns and nonverbal behaviors. (See Part 2 for more details.)

1.5 How Pressure, Nerves and Stress Can Affect Communication Preference Styles

Under situations of pressure, nerves, stress and anxiety, some people change their behaviors,
including shifting their specific communication preferences. The CPSS describes these as stressor
preferences. Generally, people will do one of three things:

• adhere to their usual or general preference styles;

• extend one or more preferences to a much greater extent compared with their results in
general situations; or
• shift their preferences significantly to a different major preference or different preference
combination compared with their general preferences (including people who may
dramatically reduce their result for a particular preference style).

Consider these examples of the four Communication Preference Styles under situations of pressure,
nerves, stress and anxiety:

Stressor
Potential Strengths Potential Challenges
Situation

• Being overly dominating and not

• Becoming more direct and to the
listening
point
• Seeming overly critical and non-
Style 1 • Being more forthright
empathetic
• Using more factual
• Appearing too dismissive, arrogant or
communication
aloof

• Becoming more organized and • Being overly controlled and prescriptive

structured in the communication or rigid
• Being more prescriptive and • Seeming closed off to ideas or overly
Style2
comprehensive obsessive
• Using greater attention to details • Appearing too detailed and lost in the
of language and content minutiae

• Being overly talkative and not listening

• Becoming more emotive and
expressive • Seeming too emotional or sometimes
emotionally withdrawn in the
• Being more engaged and
Style 3 communication
gregarious
• Appearing unstructured, with
• Using more body language for
insufficient attention to details and
expression
factuality when it is needed

• Becoming more “big picture” and • Being overly dominating and

animated advocating without listening
• Being more forceful and creative • Seeming dismissive, arrogant or
in expressing ideas overexcited
Style 4
• Using more visual images and • Appearing unrealistic without paying
imagery as well as increasing sufficient attention to relevant details
ideation and questions as well as practical
examples

11
Part 2: Interpreting Your CPSS Survey Results
Below is an example of a full personal results report from the Communication Preferences
Styles Survey (CPSS).

2.1 Your Personal CPSS Results Report

The left had side of your CPSS Personal Results Report deals
with your general or usual Communication Preference Styles, and
shows your results with:

• your percentage score and intensity level for each of the

four major Communication Preference Styles;
• your most significant preference style or combination of
styles;
• the most significant phrase or word you chose in the
survey (a very important word descriptor in your
communication) together with its style category; and
• the style that intensifies to the highest level for you under
communication pressure, nerves, stress or anxiety.

This information is presented graphically in your communication

“diamond” and in text form. The dotted line represents where 25% would be in each style.

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On the bottom right side of your results
sheet is a Summary Data table. It is
provided to compare your overall results
information, including your general scores
and intensity in each of the four styles and
the most significant phrase or word
chosen with its style category.

In addition, your stressor preference style

score results for situations of pressure or nerves are reported here in detail. In this table, there is
also a “Self Description” at the bottom. This records the answer where you were given a free
choice to describe yourself after completing the survey. This is a useful description to compare
with your actual survey results. (In the example, the personal description is very much a Style 4
word.) This word or phrase did not contribute to actual survey results and is reported for
information and reflection.

2.2 Understanding the Five Communication Preference Intensities

• Very Strong intensity (51% or higher)

o A score of 51% or more in one particular style indicates that you likely have most,
or have the possibility to develop most, of the potential strengths associated with
that style. This style will be very evident to others in your overall approach to
communication. You will also likely have a substantial number of the potential
challenges and issues associated with that style, and these may be quite obvious to
other people.

• Strong intensity (35% to 50%)

o A score in this range indicates that you are likely to have many, or have the
possibility to develop many, of the potential strengths associated with that style.
This style will be evident to others in your overall approach to communication.
You will also likely have some of the potential challenges and issues associated with
that style, and these may be obvious to other people from time to time.

• Moderate intensity (23% to 34%)

o A score in this range indicates that you are likely to have some of the key potential
characteristics of the style—both positive and negative—but with less intensity
than someone who has a Very Strong or Strong result.

• Low intensity (11% to 22%)

o A score in this ranges indicates that you are likely to have few of the obvious
characteristics associated with that style. This style will be much less emphasized
than your own higher-intensity style results.

• Very Low intensity (0 to 10%)

o A score in this ranges indicates that you are likely to have very few, if any, of the
obvious characteristics associated with that style. The absence of these
characteristics would be quite noticeable to someone with a Very Strong/Strong
preference in that style. Frequently, the absence of the positive characteristics of
this style area in a person relate directly to some of the challenges in their own
higher-intensity style results.

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The CPSS research data shows the majority of people who take
the survey tend to exhibit at least one Very Strong or Strong Remember: Pressure, stress
style result operating in combination with a Strong or Moderate and nerves can affect your
second preference style. While few in number, it is also communication preference
completely normal to have a series of Moderate results. styles in certain situations.
However, at least one or two of these is likely to be the more
important preference combination for that person—and make a See Part 1.5 (p. 11) and Part 2.6
slightly greater contribution to their overall communication (p. 27) for more information.
approach—while the other results provide an influence as well.

People Often Ask …

Q: My most significant chosen word or phrase description is not in my highest preference style result. What does
this mean?

A: Around two-thirds of people choose their significant word or phrase in the same style as their
highest result. The majority of the rest of people choose their word or phrase in their second
highest result. A smaller number choose a word or phrase not in their highest or second highest
result. If this is your situation, you will likely display the communication behaviors or approach
represented by that word or phrase depiction, but are unlikely to hold most of the other
characteristics of that style. Nevertheless, the communication features specifically represented
by the phrase/word will be an important and noticeable feature of your overall communication
approach.

Q: I have three or four styles that are close in score or intensity to one another, yet my results show only some of
these in combination. What does this mean?

A: Quite a few people hold a series of results that are close in percentage score or intensity. At
least one or two of these are likely to be the more important preference set and make a slightly
higher level of impact on the person’s overall communication approach, although the other
results will also contribute. The CPSS calculates the results to take account of this. It also
reports where you may have three or four styles in combination.

Q: I have some results Moderate) across one or more styles. What does this mean?

A: Many people get one or more preference results at a Moderate level of intensity. If that was
your result, it simply means you will draw some of the key characteristics—positives and
negatives of these preference styles—into your overall communication approach. However, the
intensity will be less compared with someone who has a Very Strong or Strong Result. There is
a rarer group of people who have all moderate preferences, a potential strength is that they use
communication characteristics that connect with many styles. A specific challenge is that they
may not develop communication characteristics that stand out compared with someone who has
a higher intensity. preference in that style.

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2.3 Communication Preference Styles: Potential Strengths and Challenges

Style 2 Style 3
Structure & Details Expression & People

The Structured Communicator – The Expressive Communicator –

Organized, Detailed and Interpersonal, Emotional and
Careful Sensitive

Style 1 Style 4
Rational & Facts Visual & Ideas

The Rational Communicator – The Visual Communicator –

Logical, Factual and Imaginative, Conceptual and
Direct Animated

15
 Style 1 The Rational Communicator –
Purple Logical, Factual and Direct

• Communication attention is on rationality, logic, and objectivity.

• Is direct, sharp, succinct and to the point in speaking and in writing, often favoring
bullet points.
• Focuses on communicating, analysis, evidence, facts, and task outcomes.
• Extensively uses concrete nouns and precise language of measurement and
quantification, such as statistics, metrics or technical data, as well as attention to
intellectual relevance in message content with insertion of key facts.
Potential • Arranges content through logical progression from one point to the next.
Strengths • Is decisive, candid and clear.
• Explicitly communicates specific goals, objectives or views.
• Can choose simple (straightforward) language to reflect complex ideas as an aid to
comprehension.
• Conveys a sense of urgency and direction through words, voice tone and tight body
language.
• Appears effective in communication situations that need emphasis on direct, factual
objectivity and clarity.

• In summary: may lack the communication capacity to engage people.

• May fail to add personal “warmth” to interactions; and seem unable to create deep
interpersonal/emotional connections.
• Often seems “clinical”: may over-emphasize logic, with an absence of
emotion/expression or sense of vision (especially if Style 3 or 4 is absent).
• May underuse descriptive or emotive language, stories and examples; and overuse
technical vocabulary and jargon, which inhibits creation of motivation, inspiration, a
sense of vision and purpose.
• Can seem overly dominant or assertive in interactions, e.g.: may overuse
Potential
transmissional “telling” communication; lack sufficient active listening and
Challenges
questioning; not allow sufficient time for understanding and wider engagement in
discussion; and be too short or directive in writing.
• Generally, has the lowest level of interpersonal eye contact of any style, but is often
unaware of it, limiting the ability to engage person to person.
• Usually has the tightest body language and direct tone of voice among the styles,
adding to appearance of being aloof and non-empathetic.
• Can particularly seem to disengage when communication is not factually, intellectually
or logically appealing.
• Main solution: borrow some of the Style 3 potential strength techniques.

16
 Style 2 The Structured Communicator –
Silver Gray Organized, Detailed and Careful
• Communication attention is on details, accuracy and structuring.
• Focuses on precise, detailed language in written and spoken communication.
• Translates ideas into implementable steps with a systematic sequence and flow,
leading to a comprehensive outcome.
• Meticulously builds and organizes messages, content, activities and materials in an
orderly and methodical way incorporating comprehensive layers of specific,
relevant, practical information.
• Uses multiple structures and processes, such as sequencing, categorization, and
other language or content structuring devices, agenda-setting, documentation,
minute-taking, follow-through and proofreading (hears, sees and reads small
Potential
communication “errors”).
Strengths
• Can involve others in discussion through structured involvement, planned and
prepared materials, and listening/participation processes.
• Listens with controlled discipline in turn, giving attention to others before
contributing, and making strong use of clarifying questions.
• Generally, has the second-highest level of interpersonal eye contact of any style.
• Sensitive to reading and using head nodding as agreement and structuring signals.
• Maintains organization, consistency and steadiness in communication approach
and body language.
• Appears effective in communication situations that need emphasis on detailed,
comprehensive and organized materials and processes.

• In summary: may get lost in the details (self and others).

• May find it very challenging to get to the point quickly.
• May overwhelm people with too much information or material.
• May appear dry with a lack of visuality in pictures and words (i.e., absence of Style
4), and low levels of emotive language and body expression (absence of Style 3).
• May appear overly prescriptive; and fail to convey sense of creativity, energy and
urgency.
• Clarifying questions/comments, which are needed for accuracy and completeness
in communication may be misinterpreted as inflexibility and change-resistance.
Potential • May be overly literal in interpreting language.
Challenges • May be too quiet and averse to conflict in waiting turn in active dialog and avoiding
free flowing and unstructured group communication, which may create
perceptions of passiveness, disinterest, being closed and too rigid, lacking
assertiveness, or passive-aggressiveness.
• Body language may be too constrained emotionally and expressively, compounding
a lack of visual imagery in language.
• May give away position unintentionally through head nodding.
• May disengage when communication moves away from a defined process, agenda,
sequence and completing the details, or when it becomes strongly direct,
conceptual or emotional.
• Main solution: borrow some of the Style 4 potential strength techniques.

17
 Style 3 The Expressive Communicator –
Green Interpersonal, Emotional and Sensitive
• Communication attention is on expression and interpersonal connection.
• Extensively uses descriptive adjectives and storytelling.
• Is likely to adapt message to others’ personal needs, emphasizing human and
emotive factors; organizes material by descriptive iteration.
• Is usually a good listener and question-asker, except when overly emotional or
under pressure.
• Is passionate and enthusiastic, creating and transmitting personal energy.
• Focuses on engagement communication to foster collaboration and teamwork.
• Influences and engages through personal connection, making messages personally
or emotionally relevant with content designed to touch or evoke “feelings.”
Potential
• Can use humor or personal anecdotes as well as drama and theater.
Strengths
• Generally, demonstrates the highest interpersonal eye contact of any style;
connects facial expression, eyes and fluid/expressive body language.
• Displays authenticity, interest and emotion by effectively reading and using
nonverbal (body) and paraverbal (voice signals) communication.
• Builds communication activities and materials on narrative and relationships with
an emphasis on passion, empathy and sensitivity.
• Spoken communication tends to be extensive and illustrative; written
communication tends to be shorter, with high levels of qualitative language.
• Appears effective in communication situations that need emphasis on people-
centered interactivity, emotionality and engagement.

• In summary: may appear to lack precision, depth and focus.

• May seem vague or unstructured in speech and writing, and too indirect when
directedness is needed.
• May not communicate clear goals, objectives, outcomes, nor a vision or “big
picture” (unless with styles 1 and/or 4).
• Can be overly talkative and long-winded, too descriptive, qualitative, and emotive,
as well as not listening, especially under pressure; can overwhelm with energy.
• May not include sufficient facts, logic, evidence and details, even if known; nor pay
attention to accuracy (unless with styles 1 and/or 2).
Potential • May avoid interpersonal conflict, robust debate and avoid long, detailed, technical
Challenges discussions or extensive document reading/writing when this is needed.
• May use excessive body language, tonal expression and qualitative/descriptive
language, thus creating perceptions of being overly emotional, vague, imprecise,
distracted, compliant and not sufficiently rational or thorough.
• May disengage when communication moves away from feelings and people to
become more factual, detailed or conceptual.
• Main solution: Borrow some of the Style 1 potential strength techniques.

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 Style 4 The Visual Communicator –
Orange Imaginative, Conceptual and Animated

• Communication attention is on visuality, idea communication and vigor.

• Extensively uses conceptual, abstract, creative, visual, and symbolic, language
and metaphors.
• Articulates a vision, the “big picture,” with future-oriented and possibilities-
oriented messages, often using the future tense.
• Displays comfort with communicating ambiguity, risk and new ideas.
• Uses visual symbols, designs, pictures, and drawings, connecting these to ideas
and content.
• May use some relevant information examples, except under pressure.
Potential • Uses active, simultaneous, energetic and forceful debate and advocacy.
Strengths • Is comfortable moving quickly from idea to idea or point to point without detail
constraints.
• Can appear strategic, entrepreneurial or innovative in their overall
communication approach.
• Is generally animated, demonstrating strong use of body language, with hands
and arms supporting strength of voice.
• Spoken communication tends to be medium length and visual; written
communication tends to be medium length, with conceptual language and
images.
• Appears effective in communication situations that need emphasis on
imagination, ideas and creativity.

• In summary: may lack the communication capacity for sufficient details and
concreteness.
• May overuse visual messages, metaphors, conceptual and abstract language,
which others may find obscure, imprecise, ambiguous, impractical or obtuse.
• May miss conveying explicit facts and details (unless with Style 1 and/or 2).
• May be overly idea-focused, with insufficient attention to people/emotions (unless
with Style 3).
• May jump too quickly from one idea or big message to another, seeming
unstructured and potentially unrealistic.
• May be seen as “performing,” giving the impression of “telling” rather than
Potential
engaging.
Challenges
• Can be too forceful or domineering in pushing own views, interrupting too
frequently, and not using deep listening or question-asking, seeming inattentive,
distracted, insensitive, non-empathetic, or arrogant.
• May play devil’s advocate for the sake of it; e.g., framing statements as questions
from their own point of view.
• Generally, has issues with unfocused eye contact (second-lowest level among the
four styles).
• May disengage when communication moves away from visuality, ideas, creativity
or animated interaction and becomes factual, detailed or emotional.
• Main solution: Borrow some of the Style 2 potential strength techniques.

19
In the current CPSS research data, some of the most frequently occurring illustrative words and
phrases for each style of communicator include:

Style 2 – Structured Communicator Style 3 – Expressive Communicator

• Structured and disciplined • Expressive

• Accurate and detailed • Approachable
• Cautious and careful • Caring and considerate
• Organized planner • Collaborative
• Implementation-focused • Interpersonal
• Reliable and timely • Open and trusting
• Self-controlled • Passionate
• Systematic • Perceptive about people
• Tenacious and persistent • Story-Teller

Style 1 – Rational Communicator Style 4 – Visual Communicator

• Rational and objective • Visual

• Authoritative • Adaptable and changeable
• Data focused • “Big picture” and holistic
• Demanding • Conceptual Thinker
• Fact-based thinker • Creative Thinker
• Forthright and direct • Entrepreneurial
• Logical • Instinctive about ideas
• Knowledgeable and analytical • Speculative and Curious
• Results-driven • Strategic

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2.4 Preference Style Combinations

The overwhelming majority of people display characteristics in more than one of the four
Communication Preference Styles even though their highest intensity style tends to be significant
in influencing their overall communication approach.

The most recent CPSS research data shows that around 15% of people taking the survey show an
overwhelming orientation to one style only. However, in the majority (around 64%), people’s
Communication Preference Styles are a combination of two styles operating together—even
though these may not be of the same intensity level.

2.4.1 Two Styles in Combination

Importantly, where two styles work in combination, there are some other areas that should be
considered as potential strengths and challenges in addition to the characteristics of the four
single styles. These style combinations are:

Style 1 + Style 2 – “The Information Communicator”

Style 3 + Style 4 – “The Expressively Visual Communicator”

Style 2 + Style 3 – “The Organized Collaborator”

Style 1 + Style 4 – “The Debater”

Style 2 + Style 4 – “The Big Picture with Details Communicator”

Style 1 + Style 3 – “The Rational and Emotional Communicator”

Additional information on these combinations is summarized in tables on the next few pages.

21
Combination Potential Strengths Potential Challenges

The Information Communicator

Style 1 Style 2 • Provides strong, factually • Sometimes perceived as an overly dry

and driven and information-based communicator, with low levels of
communication with details energy, visuality and apparent
and specifics. Communication motivation or passion.
is highly structured by logic, • May not display emotional and visual
sequence and order. techniques as well as expression.
• Uses clear language to • May provide so much information that
translate key factual messages the clear, compelling conceptual or
into implementation steps. emotional message is lost, and early
• There is a strong task or attention is not secured.
outcome orientation, with • May overuse text-based
precision and accuracy in the communication formats when speech,
communication. visuals or behaviors are more
• The Style 1 shortens the Style appropriate for the purpose.
2; and vice versa, tending to
give a balance length of
material.

The Expressively Visual Communicator

Style 3 Style 4 • Provides strong, energetic, • Sometimes perceived as an overly

and emotional, expressive and energetic communicator lacking
visual communication. substance and focus and overly
• Makes substantial use of body talkative. Non-active listening
language, nonverbal and especially under pressure.
paraverbal features. • May display an absence of logic, facts,
• Uses highly descriptive details, structure and concreteness.
language and images. • May convey so many ideas, emotions
• There is a strong focus on and thoughts that the clear, rational
people and/or ideas, with a message is lost.
sense of excitement and • May overuse oral and visual
dynamism in communication. communication formats when text or
other formats are more appropriate
for the purpose.

22
Combination Potential Strengths Potential Challenges

The Organized Collaborator

Style 2 Style 3 • Combines open conversation • Sometimes perceived as not getting to

and and expression with the end point and key message in
organization, structure and speech and writing—tends to finish,
detail. then add even more (like a never-
• Is especially effective in small ending story).
group communication to • Both written and spoken formats may
engage and yet keep on track be too long, too descriptive and too
and agenda. repetitive.
• Very frequently uses • May rely too heavily on words or text,
appropriately timed clarifying with an absence of visuals.
questions and/or head and • May remain rigid in views, yet avoid
body signals to indicate conflict to preserve harmony, resulting
agreement or disagreement in perceptions of disengagement.
without interrupting.
• There are strong priorities for
involvement, process and
thoroughness in
communication.

The Debater

Style 1 Style 4 • Combines ideas and concepts • Sometimes perceived as providing an

and with explicit facts and logic. overly intellectual argument without
• Uses visual representations of active listening, open question-asking
content and as examples of or interpersonal engagement.
ideas, whilst adding key data • Overall communication may display an
to broad ideas. absence of emotional language or
• Can forcefully debate, argue enough layers of detail.
and advocate ideas with • May be so strong or forceful in
rationality and a conceptual, communicating their positions that
overall picture. they provoke perceptions of
• Displays high priority for arrogance, dominance and
interlinking visual and factual aggressiveness.
attributes in communication • May have difficulties with eye contact
quickly and getting to point in as well as interpersonal and emotional
message. interaction.

23
Combination Potential Strengths Potential Challenges

The Big Picture with Details Communicator

Style 2 Style 4 • Unique capacity to • High perception of inconsistency in

and communicate and connect communication approach, as they will
concepts, the “big picture” or tend to jump backward and forward
creative ideas with requisite between visual/concepts and
details and specifications. details/process almost
• Can easily relate abstract ideas simultaneously.
to specific information and vice • Other predominant Style 2s or Style
versa. 4s, in particular, find such fast shifts in
• Visuals and text are usually language and approach to be less
well organized. comprehensible and not predictable.
• There are strong priorities for • May not be direct and to the point
interlinking visual and related when needed, especially in
specific, accurate information summarizing key factual messages.
yet retain flexibility of process • May not use enough emotional
in communication. language in interpersonal dialog.

The Rational and Emotional Communicator

Style 1 Style 3 • Unique capacity to • Very strong perception of

and communicate in language and inconsistency in communication
style that can be rational and approach, as they will tend to jump
logical as well as emotional backward and forward between
and expressive together— rational and emotional language,
facts with feeling. content, body language and voice tone,
• Mixes these distinctly different almost simultaneously.
language and Communication • Other predominant Style 1s or Style
Preference Styles to motivate 3s, in particular, find such fast shifts in
or persuade at objective and language and approach, particularly
emotive level. sudden shifts in body language and
• Expressive communication tone, to be unpredictable and even
remains focused; emotion is seem erratic, especially under
connected to logic—where pressure.
Style 1 eye contact problems • May not use enough visuals or images
and Style 3 focus issues are in public communication.
not prominent. • May not provide sufficient levels of
• Strong priorities for details nor apply consistent process in
interlinking objectivity and their communication materials and
directness with descriptive and interactive behaviors.
feeling-based language in
communication.

24
2.4.2 Three Styles in Combination

Style 1 + Style 2 + Style 3 – “Rational, Structured and Expressive”

Style 1 + Style 2 + Style 4 – “Rational, Structured and Visual”

Style 1 + Style 3 + Style 4 – “Rational, Expressive and Visual”

Style 2 + Style 3 + Style 4 – “Structured, Expressive and Visual”

The most recent CPSS research data shows around 19% of people taking the survey have a three-
preference style combination. Where there are three styles in combination, the characteristics
(positive and negative) of the intensity level of each of these styles will be apparent. To interpret
your results, look closely at any single or combined two preferences here with Very Strong or
Strong results, and the information already provided on these for potential strengths and
challenges in those respective styles or combinations. In the three-way combination, the person
will include potential strengths from all three styles, with most emphasis on any Very Strong or
Strong results of the three. The most significant additional issues are:

• the additional effects (positive and negative) of the combination of the two highest results
of the three (see the double combinations discussion in the earlier section); and
• the style not in the combination. (This style result will be Low or Very Low). The absence
of the communication characteristics associated with this “missing” style is likely to be
obvious to other people, particularly those with a Very Strong or Strong preference for that
particular style. Furthermore, the style diagonally opposite the missing style is likely to
show more of its challenges or negative characteristics. as there is no counterbalance. For
example, a Style 1+2+3 has both 1 and 3, tending to balance between them. However,
there is no Style 4 as a counterbalance to their Style 2 result, with a consequently greater
chance of Style 2 challenges.

2.4.3 The All Moderate Communicator

Style 1 + Style 2 + Style 3 + Style 4 – “The Moderate Communicator”

The final combination is someone who draws reasonably even intensity across all four
Communication Preference Styles. This all Moderate Communicator preference combination is
extremely rare. The most recent CPSS research data shows around 2% of people taking the survey
have this result. This person will draw some of the key characteristics—positive and negative of all
of these styles—into their overall communication approach at a Moderate level. However, the
intensity of any specific style will be less compared with someone
Appendix 2 provides more
who has a Very Strong or Strong result.
detailed information on the
four communication
For Moderate Communicators, a major potential strength is that preference styles and their:
they can use and adapt easily to communication characteristics that
connect with any of the styles in some way. On the other hand, a • Language, Content and
major challenge is that they may not develop characteristics that Approach;
“stand out” compared with someone who has a higher-intensity • Communication
preference in a specific style. If the circumstances for effective Processes; and
communication require a larger focus on one of the styles (e.g., • Presence: Nonverbal
rationality, logic and directness from Style 1), this person might not and Paraverbal
(including body
be able to demonstrate it as clearly as needed. That is, they may
language and voice)
appear “too balanced” or “even” when more intensity is required. characteristics.

25
2.5 Communication Preference Annoyance Triggers

When we become irritated or annoyed in a communication situation, our response is often to become
even more like our underlying natural preferences (their strengths and weaknesses) or shift to our
stressor preferences, unless we consciously adjust and control for this. The table below shows the
potential irritation and annoyance triggers for the four single Communication Preference Styles.

There is a description of how other people’s possible communication approaches to you, and these
might trigger a reaction in yourself. How many of these likely triggers you may have will depend upon
whether you have other styles in combination with the examples.

• Where critical and key evidence, statistics or information are absent in

discussion or materials in speech and writing.
• Where content or comments are ambiguous, abstract or personally emotive.
• Where communication is unfocused or where communicators appear to be
unproductive or unclear in their use of time.
• Where communication activities appear to involve too much emotion, touch or
Style 1
are seem too casual.
• Where there is too much “talk” before getting on with the “task.”
• Where content under discussion is not immediately relevant to the outcome or
results.
• Where other communicators are perceived to be overly detailed, emotional or
conceptual.
• Where there are disorganized communication activities with too many
simultaneous speakers or where content and materials are not fully
structured.
• Where discussions, tasks or material constraints have insufficient time
available or length to cover all the details with accuracy.
• Where there is a lack of process, agenda or inadequate details.
• Where the communication moves too fast from subject to subject, idea to idea,
Style 2
issue to issue or person to person to be complete.
• Where the situation provides a lack of space for each person to contribute in
turn to the discussion.
• Where sentence, information and materials are seemingly unfinished or
inaccurate, or containing obvious and repeatedly small errors.
• Where other communicators are seen as overly direct, emotional or
conceptual.
• Where discussions have rigid time limits and strict process constraints and
where there is too much direction or contributors who are dogmatic, inflexible
or overly detailed.
• Where there is an absence of active exchange or open conversation or where
the overall approach is aggressive, impersonal or dismissive, or there is a
perception that others are not deeply listening and engaging.
• Where “tactless” or “undiplomatic” remarks and observations are made about
people.
Style 3
• Where there is too much written material and too many details or when
communication is mostly based on logic or facts.
• Where there is an absence of nonverbal and paraverbal signals from others,
especially from face, eyes and voice.
• Where others use limited expressive, emotive or empathetic language/tone.
• Where others are perceived to be overly rational, detailed or conceptual.

26
 • Where there is too much information in writing, with an absence of visuals,
graphics or visual body language.
• Where others are unable to see metaphors or conceptual ideas or where they
are less active or seem passive.
• Where communication activities and content are unsurprising, expected and
tedious.
• Where another communicator uses too many details, data or information, or is
Style 4
taking too long to move on to another subject.
• Where there are rigid communication processes or structural constraints.
• Where there is limited use of visually descriptive language, symbols, or
interesting images and sound.
• Where communicators are seen to be overly prescriptive, detailed or
emotional.

2.6 Your Results Under Pressure, Nerves and Stress

As noted previously, the CPSS results report also demonstrates your likely communication
preferences under pressure or nerve situations. The results for these stressor preferences are found
in the Summary Data table on the lower right side of the results sheet. You can compare your
general results and your results under pressure or nerves and see whether they are similar or
different.

A change of 6% points or more in any of the four communication styles (between your general
and pressure results) indicates some likely change in communication behaviors under pressure or
in stressful situations. The larger the percentage score change, the more significant this is likely to
be. Generally, there are three types of stressor results:

1. Stay in Preference: This is where a person remains in their preference style(s) under
pressure or nerve situations that are similar to their general preference results.
2. Preference Extension: This is where a person extends one or more preferences to a much
greater extent under pressure or nerves compared with their results in general situations.
3. Preference Shift: This is where a person shifts preferences significantly to a different
major preference or different preference combination compared with their general
preferences. It can also include people who dramatically reduce their result for a high
general preference style result as well.

Whether you stay in preference or have a preference extension or shift, reflect upon your results.
In thinking about your stressor preference results, the most important insights to consider are
these:

• You will bring out some of the potential strengths of the Communication Preference Styles
in pressure or nerve situations. Yet it is very likely that more of the significant challenges or
issues of that communication preference style will emerge. For many people, this happens
in a way that is not fully conscious and can often indicate “blind spots” in a person’s
communication behaviors. This matter is especially important for people who shift or
substantially extend a preference intensity.
• It is completely usual for stressor preferences to exist. The CPSS research data shows that
around 40% of people actually shift or extend their preferences under pressure or nerves.
However, you should think about the potential weaknesses or issues that might be
emerging for you when you communicate under pressure or nerves, as they may lead to

27
 communication practices (positive and negative) that differ significantly from your general
state—giving rise to perceptions of inconsistency, unpredictability and adverse impression.
• If your tendency is to “stay in preference,” pay particular attention to a potential increase in
the challenges of your general preference style or combination under stressor situations.

2.7 How Extroversion, Introversion and Ambiversion Affect Communication Approach

In addition to the communication preference style results, the CPSS Report includes information
on the important and fundamental personality characteristic of being an Extrovert, Introvert or
Ambivert.

Extroverts, Introverts and Ambiverts are found in all four Communication Preference Styles and
in all cultures. The CPSS measures this personality characteristic with respect to its influence on a
person’s communication approach.

For Extroversion, Introversion, and Ambiversion, the report provides:

• A gross score out of 50 points for both Extroversion and Introversion, together with a
description of its intensity (from Very Strong to Very Low) and a net score:

o With a Very Strong or Strong intensity, you will likely demonstrate Extrovert or
Introvert communication behaviors very frequently.
o With a Moderate/Strong or Moderate/Low result, you may exhibit some of the
characteristics of Extrovert or Introvert communication behaviors frequently.
o With a Low or Very Low result, you will be unlikely to display many of the relevant
characteristics in your communication behaviors.
o The survey may show your net result as Ambivert. This means your
Extrovert/Introvert scores are approximately equal and are Moderate in both.

EXTROVERT INTROVERT AMBIVERT

Extrovert or
Introvert
• The “net score” allows you to reflect upon the relative balance Result Score
(out of 50) Intensity
of Extroversion and Introversion, or whether you are more
Ambivert. 40 to 50 Very Strong
35 to 39 Strong
o If the final net score demonstrates a clear Extrovert or 29 to 34 Moderate/Strong
21 to 28 Moderate
Introvert preference, the relevant communication 16 to 20 Moderate/Low
behaviors should be frequent. If it is very low (i.e., 10 to 15 Low
0 to 9 Very Low

28
 under +9 points), you may move between Extrovert and Introvert behaviors and
use a combination of both to some extent and at different times. If you are
relatively evenly balanced between both Extrovert and Introvert, your results will
describe you as an Ambivert.

• A diamond graphic combining your Communication Preference Styles scores together with
an outward, convex curve (Extrovert) or inward, concave curve (Introvert) is also displayed
for reference. An Ambivert would not see a curve in their diamond results, but rather see a
near straight line.

2.7.1 Common Communication Features of Extroverts, Introverts and Ambiverts

Extroverts derive much of their psychological “energy” from outside themselves in the external
environment through engagement with others, while Introverts derive much of their energy from
their internal environment inside themselves, or from solitude or quietness. Ambiverts can
encompass and combine attributes of both Extrovert and Introvert personality characteristics,
depending on their needs at the time or situation.

Think of this personality energy as a “battery.” Extroverts recharge their communication batteries
through activities like multi-person, interactive communication and gregarious engagement. They
need to do this to have sufficient energy to enter into passive and energy-draining communication
such as deeper, focused listening situations. Introverts recharge their batteries through activities
like quiet communication with self and a few. They need to do this to enter into more
performance-oriented and expressive multi-person situations that can drain energy. So, through
their communication practices, Extroverts and Introverts need to undertake “battery management”
to have the personality energy to undertake their opposite communication behaviors.

The communication behaviors of Extroverts will typically appear to others as more

active/talkative/loud, while Introverts will typically appear as more passive/reflective/quiet.
Neither is better or worse—just different. Ambiverts, who are roughly equal parts Extrovert and
Introvert, combine elements of both. Understanding these personality differences increases our
awareness and can lead to more effective communication interaction. Some common features are
summarized in the table3 on the next page.

3 This table is collated and adapted from multiple sources in the well-known academic literature on personality traits.

29
 Common Extrovert Common Introvert Common Ambivert
Communication Features Communication Features Communication Features

• Talks actively. • Listens actively. • Can shift easily between active

• Talks first, then may reflect and • Reflects and adjusts, then talks. talking and focused listening
adjust. • Likes thinking time and activities.
• Likes activity time and variety concentration (“Think it through” • Will utilize their Extrovert or
(“Talk it out” communication). communication). Introvert side in relation to the
• Communicates a breadth of • Communicates a depth of context or situation.
interests. interests. • Seems balanced, at least for
• Likes external stimuli with • Likes internal stimulus including periods of time.
energetic people interaction. intrapersonal solo time. • Does not suffer immediate
• Slightly higher inclination for • Slightly higher inclination for “battery drain” when moving
talking vs. writing formats. writing/text vs. talking. from one side of their
• Comfortable with distraction. • Uncomfortable with distraction. personality to the other.
• Extends into their environment • Defends against the environment
by reaching out with active or with controlled body language or
assertive body language. by moving back with passive or
• Frequently seen as active, reserved body language.
energetic, confident and social • Frequently seen as highly
performers in public focused listeners in interpersonal
communication. communication.
• Likely to “charge up” personal • Likely to “charge up” personal
energy through active or social energy through reflection and
communication, yet be “energy listening, yet be “energy drained”
drained” from passive or long from extensive active,
focused listening. performance and multi-person
social communication.
• May have communication May have communication challenges May have communication
challenges with: with: challenges with:

• Deep and engaged listening in • Energy and activity in public or • Perceptions of inconsistency.
interpersonal communication performance communication. • Losing energy or focus after
over time. • Perceptions of being too passive staying for a period of time in
• Perceptions of over-dominating or quiet, not contributing enough. either their Extrovert or Introvert
group conversation or being too • Perceptions of being difficult to side.
forceful and interventionist. read or hard to know. • May be viewed as unpredictable
• Perceptions of over-talking, • Perceptions of not speaking up or by Very Strong Extroverts or
including frequent interruptions out, of being too rigid or Introverts.
of others. seemingly disinterested. • May feel uncertain as to their
• Perceptions of being • Perceptions of disinterest and personality not understanding the
inconsistent or too interested in disconnection as body language shifts between each side.
their own views. of concentration may be misread.
• Perceptions of “not seeming to • Over-using written
listen” and being distracted. communication formats.
• Over-using talk and face-to-
face communication formats.

2.7.2 A Few Notes on Ambivert Communicators

The major advantage of being an Ambivert is the ease with which these people can move between
Extrovert and Introvert communication behaviors. In other words, they can have a breadth of
repertoire and can usually enact some Extroversion and Introversion behaviors in the situations
where these are needed and often seem “middle of the road.” When making a switch, Ambiverts
can usually enter their Extrovert or Introvert behaviors without suffering immediate battery drain.

However, there are two disadvantages: if the Ambivert stays in communication behaviors for too
long on one of their Extrovert or Introvert sides, then they tend to lose energy on the other side,
lose focus and suddenly seem out of balance. The second issue is perceptions of inconsistency, as
to others they sometimes seem Introvert or sometimes seem Extrovert. So, there are two
important issues to manage for the Ambivert: energy generation and others’ perceptions.

30
The Need for Proactive Battery Management for Ambiverts
If your survey results indicated that you are an Ambivert, take advantage of targeting and
extending your Extrovert or Introvert behaviors to the needs of the communication situation:
proactively plan for this and manage your timings and program of activities. This is because, as an
Ambivert, once you have entered either an Extrovert or Introvert activity, there is potential for
suddenly losing focus, concentration or energy after a while, especially after too long on one side
of your communication behavior. You may also suddenly feel “out of balance.” This is because
your other Extrovert or Introvert “side” needs attention. Manage both sides proactively for
balance and focus throughout the day by designing activities that shift in rotation between both
sides.

Managing Perceptions About Consistency

Ambiverts are sometimes misunderstood in that they exhibit Extrovert and Introvert
characteristics from time to time in different situations with different people. The Ambivert can
easily and quite quickly shift into either their Extrovert or Introvert side, which can be
disconcerting to others. As the Ambivert swaps between gregarious talkative activities and much
quieter reflective communication behaviors, people’s impressions can change. There is the
potential for Very Strong Extroverts or Introverts to misunderstand these changes, resulting in
perceptions of inconsistency. In addition, to some people, the Ambivert may sometimes seem
more of an Introvert or to others sometimes may seem more of an Extrovert. Another matter can
be the Ambivert’s self-impression of uncertainty regarding whether they are an Extrovert or an
Introvert, or where they should place their Extrovert or Introvert attention.

2.7.3 Avoiding Frustration: Understanding “Talk and Think” Processes

Here are some common examples of miscommunications between Extroverts and Introverts
giving rise to unnecessary and counterproductive frustrations:
• An Extrovert may think an Introvert is not
contributing and active when in fact they are actively Extroverts talk to think. Talk is
listening and focusing before contributing (or being their starting point. Introverts
think before they talk. For them,
invited to do so). speech marks completion.
• An Introvert may think an Extrovert is over-
contributing and dominating when in fact they are As a result, Extroverts may
trying to engage energy, verbalize their thoughts and misunderstand Introverts and
needing others to be active (without invitation). view them incorrectly as less
• An Extrovert may think an Introvert is rigid and not engaged, flexible and active.
For better communication, they
open because they may make a major statement and need to open space for Introverts
stick to it, when in fact they have thought carefully and invite their contributions.
about what they would say, and their comments are
largely settled. Similarly, Introverts may
• An Introvert may think an Extrovert is continuously misunderstand Extroverts and
changing their mind because they keep presenting ideas see them incorrectly as overly
or thoughts, when they are in fact talking out their talkative, dominating, unclear
and prone to changing their
thinking—their views may not be settled yet. minds too quickly. For better
• It is a misconception that Introverts cannot be actively communication, Introverts need
social or effective public performers. When they wish to claim space from Extroverts.
to be, they can (e.g., Bill Gates, Sir Laurence Olivier,
Warren Buffett, Emma Watson, Mahatma Gandhi and
Audrey Hepburn). However, they will likely need solo time for energy generation and
battery management to prepare beforehand and recover afterward.

31
 • It is a misconception that Extroverts cannot be passive reflectors, deep listeners or
observant participants. When they wish to be, they can (e.g., Bill Clinton, Margaret
Thatcher, Winston Churchill, Muhammad Ali, Martin Luther King and Oprah Winfrey).
However, they will likely need active time for their energy generation to prepare
beforehand and to recover afterward.

2.8 When Strong Personality Meets Strong Communication Preference Styles

Some potential positive and negative implications of being a Very Strong/Strong Extrovert or
Introvert combined with Very Strong/Strong Communication Preference Style are:

Very Strong
Extrovert Introvert
to Strong
• Emphasizes knowledge clarity in
• Emphasizes knowledge authority in language with insertion of crucially
language, directness in tone, and important questions/observations to get
energy focus to complete the task. to the point or highlight a key
Style 1 • overlooked fact.
• High perceptions of assertiveness and •
forcefulness; low levels of • High perceptions of passiveness and
interpersonal listening. aloofness with low levels of active
participation.

• Emphasizes structure and detail • Emphasizes detail in language and

through language and content, and content reflection; raises questions of
actively leads planned discussions. clarification and process.
Style 2 • •
• High perceptions of assertiveness, • High perceptions of passivity, rigidity
rigidity with the appearance of with the appearance of low levels of
inflexibility in listening. active participation.

• Emphasizes listening to description and

• Emphasizes open description and emotion in language and content, and
emotion in language and content, and responds to body language, gestures as
uses body language, gestures as well well as facial and eye contact
as facial and eye contact expressively expressively when directly interacting in
for communication interaction. interpersonal communication.
Style 3
• High perceptions of talkativeness and • High perceptions of passivity or holding
overly dramatic performance, with emotion in, with moments of dramatic
perceived low levels of active and intervention, giving rise to questions of
focused attention in listening as well as consistency in participation and energy
distraction behaviors. levels.

• Emphasizes thinking through ideas

• Emphasizes strongly conceptual before inserting them into discussion,
language supported by highly animated and mapping out or visualizing ideas for
body language and voice tone and self-first, then contributing.
interactive brainstorming/visualization. •
Style 4 • • High perceptions of being distracted or
• High perceptions of assertiveness, seemingly raising unrelated matters in
over-animation with low levels of the flow of discussion with questions of
listening. consistency in participation and energy
levels.

32
Part 3: Using Your Survey Results to Improve How
You Communicate
Awareness is the grounding point for effective communication and communication intelligence.

Having taken the Communication Preferences Styles Survey (CPSS) and thought about your
results (your Communication Preference Styles, style combinations and
Extrovert/Introvert/Ambivert characteristics), you are likely now more aware of your own needs,
preferences and approaches to communication—and more aware of other people’s, too.

You now have the opportunity to turn this knowledge into a deep and insightful level of
communication awareness. You can make decisions for communication development and change
priorities, then practice these to achieve performance improvements and effectiveness as a
communicator in whatever formats you use. Focus on making a few very important changes in
your communication approach at first. Do not try to change everything. It will not work, nor will it
seem authentic.

3.1 Nine Steps for Making Positive Changes

There are eight recommended steps for helping you decide on the most important communication
changes for yourself:

1. Critical self-reflection: carefully consider your

results and the commentary information about your Remember: Personal
Communication Preference
Communication Preference Styles. What are the
Styles reveal themselves to
most important implications for you? What
others through:
communication situations from the past clearly
indicate your strengths and challenges? Where there
• word choices and
was miscommunication or frustration, how might
emphasis when
you have adjusted your approach or coped
speaking;
differently to be more effective?
• subject, topic and
2. Examine the potential strengths of your most
content selection and
important style or combination in detail. Which of
priorities;
these do you have already, and which might you
• application of
develop further? Are there some you don’t have and
communication
want to develop? (These should be relatively easy to
processes and
do if you wish).
structures;
3. Examine the potential challenges of your most
important style or combination in detail. Which of • the use of nonverbal
(body language),
these is most important to address and why?
paraverbal (voice) and
4. Examine your lowest style result. Do the strengths
visual communication
of that style relate to your most important
signals; and
challenges? If so, this is a further indication of
• the overall sense of
priority for change or development. There are a few
approach in
simple ways to add the missing style in practice
communication that
(outlined below).
people display or to
5. Examine your stressor preferences. What are the
which they respond
potential implications of any changes (positive or positively.
negative) in your Communication Preference Styles
under pressure or nerves?

33
 6. Consider your personality (Extrovert, Introvert or Ambivert). What are the implications for
your “battery management”, “talk/think process” and communication approach?
7. Consider further insights about your cultural background and its potential influence on
your communication approach in interacting with others.
8. Get feedback from people who know you to assist your reflection and decision-making on
communication change and development priorities. Decide what key and significant actions
you will take to build strengths further or overcome your challenges. Put these into practice
and get further feedback from others. Record these commitments for change in a
communication skills development agenda or plan.
9. Develop the habit of continuous observation—looking for the communication approach
(cultural background, Communication Preference Styles and personality) in other people
and in different communication situations.

3.2 Quick Tips for Building Communication Styles and Overcoming Challenges

There are some very simple practices, habits and actions you can use to build a more specific
communication preference style and overcome some of its challenges if needed.

Overcome Challenges of This

Build or Add More of This Style
Style

Style 1: • Add key facts that get directly to • Increase interpersonal eye contact.
Rational the point. • Add descriptive and emotive
(Logical, • Organize arguments logically. adjectives and language.
Factual and • Create a short summary of the • Use more open, expressive body
Direct) key facts or bullet points. language.
• Add layers of detail to key
Style 2: • Have an overarching or overview
messages.
Structured summary message.
• Plan outlines for communication
(Organized, • Add visuals and pictures.
materials and proofread.
Detailed and • Summarize long content in a series
• Structure agendas and discussion
Careful) of short bullet points.
processes.
• Add eye contact, body language
Style 3: and voice modulation to active • Add structure and prepare an
listening. outline for communication
Expressive
• Use descriptive adjectives, materials or speeches.
(Interpersonal,
including words of emotion or • Use a few key, quantifiable facts
Emotional and
feeling. that get straight to the main point.
Sensitive) • Include people-based story • Add visuals and pictures.
examples.
• Break ideas into steps and
organize materials by building a
logical argument.
• Add visuals and pictures.
Style 4: • Use more direct eye contact and
Visual • Use future-oriented messages
conversational voice tone and ask
and the language of imagination.
(Imaginative, more open questions.
• Use messages that answer “why”
Conceptual and • Use some key, quantifiable facts
something is relevant and
Animated) that are explicit to the point of the
important, not just what it is.
idea or concept; or specific,
concrete and practical examples of
the “big picture.”

34
Appendix 1: Communication Intelligence Model—An
Overview
Communication Intelligence is one model for effective communication that fully integrates eight
elements: four mindsets (the things we need to think about for effective communication); and four
clusters of communication techniques and qualities (the ways we need to undertake
communication activity to be effective). These four clusters are very closely related to the four
major Communication Preference Styles seen in people and discussed extensively throughout the
Reference Guidebook. Sometimes, communication intelligence is referred to as your CI.
Communication intelligence applies across the different kinds of communication situations,
ranging from public to group and interpersonal and intrapersonal (with self). People with high
levels of communication intelligence use all the mindsets and techniques from all four clusters: not
only those that are natural from their preference styles, but those they have learned from the other
clusters.

Structural Expressive

Awareness

Message
Presence
Format
Rational Visual

The Four Mindsets in Communication Intelligence:

Mindsets are the things we need to think about for effective communication, being:

• Awareness: of self, others, context and purpose. This is the ability to be deeply aware of the
communication requirements and preference styles of all those involved, as well as the
situation and intent of the communication activity (e.g., informing, inquiring, influencing,
persuading, entertaining, motivating, inspiring, listening, collaborating). The awareness
mindset also encompasses understanding your own communication skills development needs
and reading the styles of others, as well as considering the cross-cultural, gender and
generational issues.
• Message: the core meaning and content of the communication, supported by structure and
appropriate details, as well as messages that are relevant, clear, compelling and
comprehensible.
• Presence: beyond the words—the nonverbal (e.g., body language and gestures), paraverbal
(e.g., sound/tone of voice) and visual, symbolic or expressive features of the communication.
• Format: the choice and effective use of different communication formats, media and
repertoire that are “fit for the purpose and situation” (e.g., behaviors, spoken, written,

35
 listening, thinking/reflection, novels, text, email, instant messaging, video, technology and the
like). It also includes understanding when some formats will not be effective, as well as how to
use different formats successfully.

Four Clusters of Communication Techniques and Qualities

The four clusters of communication techniques and qualities in communication intelligence to

undertake effective communication in practice, map closely to the four Communication Preference
Styles:

• Rational: techniques and qualities that affect the logic, factuality, knowledge level, intellectual
substance and language comprehension in communication.
• Structural: techniques and qualities that affect the clarity, order/flow, construction, precision
and levels of detail and accuracy in communication.
• Expressive: techniques and qualities that affect the expression, emotion, interactivity,
personalization and authenticity of communication.
• Visual: techniques and qualities that affect the appearance, visuality, conceptuality, creativity
and symbolism of communication.
There are literally thousands of communication tools and techniques spread across these four clusters
and used in the various formats of communication that exist. Some features of specific
communication techniques in each cluster are in the diagram below.

Structural Techniques Expressive Techniques

Features include: Features include:
Organized levels of required and accurate details Emotionally or personally relevant core messages
Overall structure and flow for content and materials Expressions of personal interest and relationships
Structured language and correct grammar Authenticity, personal reputation and humility
Agenda making, preparation and documentation People- or emotion-based stories and humor
Text construction and “white space” Passion, energy, shared values and culture
Clear voice articulation and word/sound precision Voice/word tone modulation and expression
Deliberate use of pace, speed and silences Interpersonal connection with active listening
Controlled stance, posture and movement Expression and emotion in body language
Rhetorical language techniques, e.g., triads, Awareness Vocal tonality and silence for drama and effect
repetition, compare and contrast, framing Message Descriptive, evocative and emotional adjectives

Features include: Presence Features include:

Core messages with intellectual relevance Format Core messages are visual and idea-based
Clear purpose, audience analysis and focus Headlines, summaries and “big picture” content
Logic, objectivity and precise or factual language Metaphors, imagery and “talking pictures”
Key information, data or facts Concrete examples and visual stories
Credible knowledge and evidence Language of future ideas, benefits and vision
Rational examples, problems and solutions Added creativity and imagination
Simple and accessible words for comprehension Page or screen design and visual impact
Direct and to the point in content, tone and body language Images, props and video
Removing distractions and communication barriers Body language and gestures as seen by others
Well defined voice volume and projection Eye contact, face and “dress”

Rational Techniques Visual Techniques

36
Appendix 2: Further Information on the
Communication Preference Styles
Language and Content; Communication Processes; Presence: Nonverbal/Paraverbal

This appendix contains detailed information relating to the four Communication Preference Styles,
with a focus on: (A) Language and Content; (B) Communication Processes; and (C) Presence:
Nonverbal and Paraverbal (including body language and voice).

Usually, some of these characteristics are obvious in people with a Very Strong or Strong preference
style intensity, though people will not usually have every characteristic described. In situations of
communication pressure, stress and nerves, many of the presence, body language and voice
characteristics described will change substantially in response to the effects of adrenaline on the
brain and body (“fight, freeze, flight”).

One important note: the characteristics described are relative to cultural norms—that is, within a
specific culture, the characteristics show themselves relative to others from the same cultural
background. Major differences in cultural background between two people might overshadow these
characteristics. In that case, someone with the same preference style might see a person from
another culture differently. For example, the level of intensity in body language, facial expression
and voice volume differs dramatically across the many cultures of the world. Cultural differences can
obscure the similarity of styles.

(A) Language and Content

Style 1 Style 2 Style 3 Style 4

• Short, factually • Long statements • Long statements in • Short

focused with layers of detail speech and very statements in
communication in in both speech and short statements in writing and
both speech and writing, with writing, with moderate to
writing, with accurate language. expressive long statements
rationality and logic • Statements and language and in speech.
underpinning content information feeling. • Use of visuals
and words. organized in • Use of descriptive together with
• Use of objective words sequence—for and emotive words, conceptual
and information. such example, such as adjectives ideas and
as concrete nouns, chronologically. and qualitative metaphorical
language of language. language.
quantification and
specific facts.

37
 Style 1 Style 2 Style 3 Style 4

• Favors advocacy • Favors inquiry • Uses inquiry • Favors advocacy

statements over open questions over questions and statements over
inquiry questions. advocacy statements advocacy open inquiry
• Questions facts and to draw out details or statements questions.
logic. seek clarification simultaneously, as • Questions ideas
until position is in an interactive and concepts.
decided. conversation or
• Questions specific dialog.
details and process. • Questions motives
and feelings.

• Inclination for written • Inclination for • Inclination for • Inclination for

or spoken accurate and spoken spoken word
communication complete written or conversation with but as an active
depends upon spoken materials interpersonal discussion and
efficiency for the task that are well engagement, simultaneous
or purpose. organized and error- storytelling and debate or
free. sensitivity. brainstorming,
with visuals and
metaphors.

• Strong use of concrete • Strong use of • Strong use of • Strong use of

nouns and direct tone qualified nouns and adjectives, emotive, conceptual
in language with indirectness in descriptive and language or
explicit interpretation, language with literal qualitative abstract nouns
including active voice interpretation, language and both as well as visual
and present tense. including passive the present and language and
voice and past tense. past tenses. the future tense.

• Low levels of • Low to moderate • Low levels of • Low levels of

descriptive, emotive levels of expressive quantitative and quantitative and
or qualitative and visual language. technical language emotional
language. and low levels of language as
detailed, factual well as low
information. levels of
prescriptive
information and
detail.

• Use of quantitative • Use of qualifiers and • Use of language • Use of complex,

language clearly layers to expand clearly expressing conceptual,
describing statements and description, imaginative and
measurement, amplify details. emotions, feelings, visual language
numbers or technical values and to describe
characteristics. personal beliefs. ideas.

38
(B) Communication Processes

Style 1 Style 2 Style 3 Style 4

• Fast, efficient, factual • Highly organized, • Dramatic or • Animated and

communication structured and interpersonal active
focused on task or sequenced communication communication
issue and getting to an communication, focused on people, focused on ideas
outcome. focused on detail emotions and or concepts.
and description.
comprehension.

• Direct, clear and • Frequent use of • Emergent, • Generally non-

logical processes defined processes iterative and prescriptive, yet
driven by desire to and categorization unstructured active and
achieve outcome (such as agenda- processes driven impromptu
together with written setting and subject by instinctive processes driven
documents that classification). collaboration by debate or
include executive/end together with advocacy –
summaries and key written potential use of
information documents that visualization
summaries, tables are story-like or processes, such
and charts. descriptive. as whiteboarding,
idea mapping or
brainstorming.
May set up a
process at the
outset, but not
follow it
completely or
rigidly.

• Communication • Communication • Communication • Communication

process is highly process is central. process is highly process is highly
dependent upon Organized and dependent upon dependent upon
objective evidence, methodical, with direct being an active
data and information. written documents interpersonal participant in
• Relevant facts and that include table of engagement and discussion.
information obtained contents, defined conversation. • Views, opinions
and analyzed ahead of sections and • Views, opinions and evidence are
formally expressing or detailed references and evidence presented
committing to ideas. or appendices. accepted on face strongly from a
• Collects as much value; ideas conceptual or idea
information as committed are generation,
possible, then often intuitive, but tending to start
exhaustively strongly believed. with the big-
evaluates it before picture view.
expressing or
committing to
ideas.

39
 Style 1 Style 2 Style 3 Style 4

• Discussions are • Discussions are • Discussions are • Discussions are

logical, objective and extensive in time open, non- simultaneous,
non-tangential. and content. controlled, with all with significant
• Multi-person contributions advocacy of own
structured to allow taken into positions and
for sequential account, comfort with
contribution. sometimes disagreement.
simultaneously.

• Opinions in writing • Opinions in writing • Opinions in • Opinions in

and speech are and speech are writing and writing and
provided with an provided in detail speech are speech are
emphasis on direct with an emphasis provided with an provided with an
factuality, objectivity on accuracy, emphasis on emphasis on
and logical relevance. completeness and description, innovation,
practicality. feelings and creativity and
people. concepts.

• Logic is likely to be • Logic is likely to be • Logic, if utilized, is • Logic, if utilized, is

more inductive. more deductive. likely to be more likely to be more
• Communication based • Communication deductive. inductive.
on intuition absent based on intuition • Communication • Communication
facts is absent facts is based on intuition based on intuition
uncharacteristic. uncharacteristic. is likely to be is likely to be
more emotional in more intellectual,
approach and conceptual or
appearance. visual.

• One person speaking • One person • More than one • More than one
at a time is preferred speaking at a time person speaking person speaking
for oral is preferred for oral at a time is at a time is
communication. communication. comfortable in comfortable in
oral oral
communication, communication
provided another provided the
person is not person can be
dominating. active themselves
when they want to
be.

40
(C) Presence: Nonverbal and Paraverbal
(Including Body Language and Voice)

Style 1 Style 2 Style 3 Style 4

• Body stance and • Body stance and • Body stance and • Body stance and
posture: tight, rigid posture: leaning in posture: relaxed posture: tight body
and task-focused. toward others; quiet and with fluid with strong
but intense. movement, but movement in feet
may become very or hands/arms.
animated (or • Portrays a sense of
alternatively, activity, animation
frozen) under or visuality.
stress.

• Personal space: • Personal space: • Personal space: • Personal space:

distant and rigid. moderately close— close and ranges from
• Discomfort with touch. often spaced in interpersonal. moderately close to
circular formation. • Comfortable with distant depending
• Moderate touch. upon level of
discomfort with advocacy.
touch. • Moderately
comfortable with
touch.

• Face: displays • Face: displays open • Face: displays • Face: face displays
intensity of interest in interest in detailed intensity of intensity of
intellectual content content of emotions and conviction of idea
and seriousness of discussion. interest, under discussion.
discussion. • Frequent use of including
head nodding for frequent smiling
agreement/ or obvious
disagreement emotional
without vocal expression.
interruption.

• Eyes: Task-focused • Eyes: Focused on • Eyes: directly • Eyes: not an

much more than individual speaking people-focused interpersonal
person-focused. May within group, one at and personally focus; appears to
look down or up often a time. engaged. see people or
to think. • Usually second- • Usually highest groups as a
• Usually lowest level of highest level of level of eye “whole;” with
person-to-person eye personal eye contact of the unfocussed eyes;
contact of all four contact of the four four styles. may look around or
styles. styles. upward rather than
at people.
• Generally, second-
lowest level of
personal eye
contact of the 4
styles.

41
 Style 1 Style 2 Style 3 Style 4

• Hands: very limited • Hands: limited • Hands: often • Hands: often large
visual hand or visual hand large and or forceful hand
directive gestures; gestures; often very dramatic hand gestures; mainly
often closed arm and small gesturing. gestures; mainly open body
inward body language. Moderate use of open body language except
Strong use of monitoring or language except under stress, when
monitoring or evaluating gestures under stress, voice increases
evaluating gestures by by placing hands on when closure or together with
placing hands on face. face. freezing is forcefulness of
apparent. gestures.
Limited use of Moderate to strong
monitoring or use of monitoring
evaluating or evaluating
gestures by gestures by
placing hands on placing hands on
face. face.

• Voice: flat and • Voice: moderately • Voice: expressive • Voice: moderately

objective tone, yet flat and even tone, tone with expressive tone
moderate to strong with moderate to moderate with moderate to
volume. quiet volume. volume; volume strong volume;
• Low use of pitch • Low use of pitch increases with volume increases
modulation; may seem modulation; may intensity of with intensity of
monotone. seem monotone. feeling. More advocacy.
• Deliberate and • Measured and laughter sounds • Relatively wide
measured voice consistent speed of than other styles. pitch modulation.
speed, punctuated by speech. • Moderate to • Speed may vary
short (almost “bullet strong use of widely, with
point”) sound. voice pitch frequent changes
modulation, with in intensity and
emotional forcefulness.
expression.
• Speed (combined
with vocal
intensity) may
range widely
from
conversational to
dramatic.

42
About the Author
Professor Ian C. Woodward
Dr. Ian C. Woodward specializes in leadership and communication. He is a Professor of Management
Practice at INSEAD. He lectures in a range of INSEAD programs and is Director of its
flagship Advanced Management Programme as well as the Leadership Communication with Impact
course. He was Co-Program Director for the INSEAD Master of Finance degree. He also lectures
and consults in leadership and management practice for high performance, as well as leadership and
strategic development in organizations as diverse as financial and professional
services, utilities, energy and the public sector. He has been guest faculty at
leading international business schools, including Associate Faculty Director for
Columbia Business School’s Senior Executive Program.

Ian brings a unique combination of global business, government, communication

and arts experience to executive education. His business career includes Board
Directorships, Chief Executive, Senior Executive and Executive Consulting roles
in financial and energy sector organizations, including: the Australian Gas Light
Company; Natural Gas Corporation of New Zealand; the Australian Gas
Association; Macquarie Bank; and Asian Development Bank. In government, he was the first
Australian to serve on the staff of a US Cabinet Secretary (Minister) as well as being Chief of Staff to
an Australian State Premier and Minister. From 2005 to 2010, he was a Commissioner of the
Australian Energy Market Commission and inaugural Chairman of the Asia-Pacific Partnership
Energy Regulatory and Market Development Forum. He is currently a Board member of The Gas
Company of Hawaii; and is also the Associate Conductor, Singapore’s Metropolitan Festival
Orchestra.

Developing exceptional communication proficiency in leaders is a particular passion. Ian developed

the concept and model of communication intelligence in leadership communication. He designed the
Communication Preference Styles Survey (CPSS) as a development tool to assist leaders to become
more aware and effective communicators. In parallel with his business career before academia, he
designed and delivered courses in effective leadership and communication around the world, as well
delivering major keynote conference speeches and media appearances.

He was Chairman and broadcaster on Sydney’s classical music radio station and co-produced a special
series of Deutsche Grammophon recordings dedicated to the legacy of conductor Arthur Fiedler. He
also combines leadership development with the arts through innovative learning experiences using
orchestras and musicians. His recent published research includes articles in the Journal of International
Management, Australian Communication Journal, and Communication Research and Practice. He also has many
articles online at INSEAD Knowledge and a TEDx talk on the “Altitudes of Leadership.”

Ian is an alumnus of the University of New South Wales, the Australian Graduate School of
Management, University of New England, Macquarie Graduate School of Management, and
Columbia Business School.

© All materials in this Reference Guidebook are strictly copyrighted and may not be copied or
reproduced in any format except with the explicit written permission of the author, Ian C. Woodward.
New edition for use with CPSS V5.1: Pre-release version June 2018.

43