Communication Style test

Toward the high end, people tend to open with the main point, such as a request, a decision or a concern, and add background only when it is needed. That saves time, but a colleague who needs the reasons first can hear it as abrupt. Toward the low end, people tend to build up to the point and soften it. That can help a difficult message land, though the point can blur and people may leave unsure what was asked of them.

Cushions the point

You tend to build up to your main point and soften it, which can make hard news easier to hear, but your real point can get lost.

Before one difficult conversation this week, write your main point as one sentence and say it before the background.

Point first at times

You lead with your main point in some conversations, and you may build up to it or soften it when a message is harder to give.

This week, notice which conversations you soften most, and in one of them say your point first and add the context after.

Point first

You usually say your main point early and plainly, which saves time but can leave people who need background catching up.

In your next few requests this week, add one sentence on why it matters straight after your main point.

Toward the high end, people tend to notice how a colleague is taking the conversation and check in before moving on, especially when news is unwelcome or a change affects their work. That can make concerns easier to raise, though decisions may take longer. Toward the low end, people tend to keep to facts, decisions and outcomes. That keeps work moving and suits an urgent fix, but a colleague's frustration or doubt can go unnoticed until it slows the work.

Facts and outcomes first

You tend to stick to facts and outcomes, which keeps conversations focused, though you may not notice how the other person is taking it.

In one conversation this week, before you move to next steps, ask how the other person feels about it and listen to the answer.

Checks in sometimes

You check how people are feeling in some conversations and stay with facts and outcomes in others, perhaps depending on how well you know them.

Pick one conversation this week where you would usually keep to facts, and start by asking how things are going for the other person.

Checks how others feel

You often check how the other person is feeling and make room for it, which can help people feel heard, though facts and outcomes can get less time.

In your next update this week, give the facts and the decision needed in your first two sentences, then check how people are taking it.

Toward the high end, people tend to let a colleague finish and ask what would help, whether that is a fix, a second opinion or someone to think out loud with. Their advice tends to fit what was actually asked, though someone who only wanted a quick yes or no can find the extra questions slow. Toward the low end, people tend to start solving while the other person is still explaining. That is quick when the problem is simple, but people may come away with advice they did not ask for.

Starts solving early

You often start on a fix before the other person has finished explaining, which is quick but risks solving a different problem from theirs.

This week, when someone brings you a problem, let them finish and ask what they need from you before you suggest anything.

Mixes asking and fixing

You sometimes find out what a person needs before you advise, and at other times you start solving while they are still explaining.

In your next three conversations about a problem, ask what would help most before you offer a fix, and note what people say.

Understands before advising

You usually let people finish and find out what they actually need before you advise, though someone after a quick answer may feel slowed down.

When someone clearly wants a quick answer this week, give your best suggestion first, then ask whether it fits what they need.