Communication Styles Diagnostic and Playbook

CEB Finance Leadership Council
Maximizing the Impact

of Your Communications
Communication Styles Diagnostic and Playbook
A Framework for Member Conversations

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HOW TO USE THIS WORKBOOK

Overview
This workbook is designed for finance staff who wish to improve their communication skills and be viewed as a
more solutions-oriented partner by the business and aims to address specific communication styles common within
Finance and the organization. The information is based on David Merrill and Roger Reids Personal Styles and Effective
Performance and our own analysis. The workbook introduces a communications styles framework that is instructive for
diagnosing individuals communication styles.
As you complete this workbook, keep in mind the following:
This workbook provides frameworks and techniques in several dimensions of communication and listening.
This workbook is not designed to be a comprehensive solution for all development opportunities; rather, it focuses on
a few discrete areas where finance employees tend to struggle.
This workbook is designed to be interactive. We recommend you carve out time to work on a specific section by
yourself or as a team.
Goals
This workbook is designed to help you build your communication and listening skills, which will enhance your ability to:
Adapt your communication style for various audiences to ensure your message is understood,
Exhibit active listening to more fully comprehend the messages of others,
Clarify your messages to drive others to action, and
Appear more solutions-oriented to business partners.
For more information on how we can help you communicate more effectively with stakeholders, please contact
Eisha Tierney Armstrong at tierneye@executiveboard.com.
2014 CEB. All rights reserved.FLC9213014SYN
UNDERSTANDING THE FRAMEWORK

The quadrant below presents two diametrically opposed views of how people communicate and what they respond to. The horizontal axis
shows the distance between asking and telling. The vertical axis represents the focus on relationships versus tasks. Keep these elements in
mind as you complete the exercises on the following pages, and make a mental note of where you self-identify.
Relationship
Ask
Tell
Ask: Focuses on the need to clarify

communication through questions
and discussion
Tell: Focuses on the need to assert
through statements
Relationship: Focuses on people,
communication, group involvement,
morale, support, feedback, and
facilitating group interaction
Task: Focuses on process and
outcomes, production, structure,
directing, and control
Task
A more complex and

interdependent work
environment requires
better communication
skills.
The New Work Environment
Employees increasingly work

with multiple time zones and
cultures.
Employees work with peers
throughout the organization,
not just within a formal
reporting structure.
Change in Amount of Work with Coworkers

in Another Location in the Past Three Years
Change in Time Spent Finding and Reviewing

Data and Information in the Past Three Years
Percentage of Employees
5%
Decreased
6%
Decreased
57%
Increased
18%
Stayed
the Same
38%
Stayed the
Same
76%
Increased
n = 23,339.
n = 23,339.
Source: CEB 2012 High Performance Survey.
Percentage of Employees Who Regularly

Coordinate with Various Groups
Change in Reliance on Others in Past Three
67%
70%
66%
63%
57%
9%
Decreased
35%
0%
41%
Stayed the
Same
People on
Different
Teams
People at
Different
Job Levels
People in
Different
Locations
People
Outside
of My
Department
or Function
50%
Increased
n = 23,339.
n = 23,339.
ROADmAP
Assess Your Personal

Communication Style
Diagnose Your
Key Stakeholders
Communication Style
Tailor Your
Communication
Style to Others
Communication Self-Perception Questionnaire

Directions
In the questionnaire below, each question consists of a pair of statements describing a behavior. From the pairs, choose which statement you think most
accurately represents how other people see you by placing an X in the unshaded box to the left.
Each statement implies a comparison, such as more than, less than, softer than, or louder than. In each case, think in terms of one-half the population,
(e.g.,louder than one-half the population).
1
More likely to lean back when stating opinions

More likely to be erect or lean forward when stating opinions
Less use of hands when talking

More use of hands when talking
Demonstrates less energy

Demonstrates more energy
More controlled body movement

More flowing body movement
Less forceful gestures

More forceful gestures
Less facial expressiveness

More facial expressiveness
Softer spoken
Louder voice
Appears more serious

Appears more fun loving
Total scores for statements 19 (i.e., the number of Xs in each column)
1
4
Overall score for statements 118
Source: CEB analysis.
Communication Self-Perception Questionnaire

(Continued)
1
More likely to ask questions

More likely to make statements
10
Less inflection in voice

More inflection in voice
11
Less apt to exert pressure for action

More apt to exert pressure for action
12
Less apt to show feelings

More apt to show feelings
13
More tentative when expressing opinions

Less tentative when expressing opinions
14
More task-orientated conversations

More people-orientated conversations
15
Slower to resolve problem situations

Quicker to resolve problem situations
16
More orientated toward fact and logic

More orientated toward feelings and opinions
17
Slower paced
Faster paced
18
Less likely to use small talk or tell anecdotes

More likely to use small talk or tell anecdotes
Total scores for statements 1018 (i.e., the number of Xs in each column)
1
4
Overall score for statements 118
Assess Your Communication Style

Directions
Tally the four totals from your questionnaire.

For example: Column 1 = 3
Column 2 = 6

Column 3 = 1
Column 4 = 9
Make a mark on the appropriate axis to record the score for each column.
Join the marks together.
From the size and position of the resulting shape, you should be able to determine your preferred communication style.
Task
Column 3
9
8
7
6
Analytical
Driver
5
4
3
2
Ask
1
9
Column 1
Tell
Column 2
2
3
4
Amiable
Expressive
6
7
8
Column 4
Relationship
Source: Scott Chambers, Third-Generation Human Resources; CEB analysis.
ASSESS YOUR COMMUNICATION STYLE

Wilson Learnings research and profiles of more than two million people around the world indicate that people fall into one of four social styles
(shown below) in terms of their behavioral comfort zones. Roughly 25% of the population falls into each group. In the typical communication
pattern, we make observations based on how we would react in certain situations and fail to take into account others communication style
preferences.
Task
Column 3
Directions
ANALYTIC
From the previous page, take the

two columns with the most number
of Xs. Find those columns on the
axes to the right to match yourself
to the proper quadrant. Circle the
box that reflects your style.
Process Focused
Let me think how it could work.
DRIVER
Results Focused
Lets take action on this.
At Your Worst
Critical
Indecisive
Old-Fashioned
Hard to Please
Moralistic
Unemotional
At Your Best
Efficient
Focused
Goal Oriented
Realistic
Independent
Determined
At Your Best
Candid
Strong Willed
Independent
Decisive
Practical
Efficient
Determined
4
3
2
At Your Worst
Harsh
Controlling
Shortsighted
Abrasive
Pushy
Power
Seeking
1
Ask
Column 1
AMIABLE
Tell
Column 2
Ideas Focused
Here are my ideas aboutthis.
At Your Best
Ambitious
Enthusiastic
Visionary
Fun Loving
Friendly
Influential
6
7
8
9
EXPRESSIVE
At Your Worst
Comforting
Needy
Unsure
Dependent
Awkward
Easily Manipulated
People Focused
Let me discuss this with my team.
At Your Best
Loyal
Supportive
Respectful
Dependable
Agreeable
Perceptive
At Your Worst
Overbearing
Unrealistic
Egotistical
Undisciplined
Manipulative
Hasty
Column 4
Relationship
10
Stress Is the Best Indicator

If you are having trouble identifying with one particular quadrant, think about your actions when you are stressed. Do you avoid conflict, or do
you push toward resolution at the risk of making others uncomfortable? Do you acquiesce to others decisions for fear of rocking the boat?
Do you talk over people? Stress can bring out the best (and worst) of us. Note the shaded arrows in the diagram below. Where do you most
quickly move toward?
Relationship
Acquiesce
Attack
AMIABLE
EXPRESSIVE
Stress Response: Acquiesce

Complies with plans even
withunderlying disagreement or
uncertainty
Stress Response: Attack

Defends ideas aggressively and
maybecome judgmental and
personally criticize
Ask
Tell
ANALYTIC
DRIVER
Stress Response: Avoid

Indecisiveness turns to evasion,
both of people anddeadlines
Stress Response: Dictate

Attempts autocratic power; may
become pushy and intimidating
Avoid
Dictate
Task
11
Finance analysts are most

likely to have an analytic
communication style
(i.e., relies on numbers,
data, and logic to convey
ideas; follows guidelines).
Many finance staff lack the

communication and business
partnership skills necessary
for communicating
actionable insight and
increasing their influence on
decision makers.
CURRENT Finance TEAM COMMUNICATION STYLEs

Typical Finance Team Communication Style Composition
Illustrative
Expressive Communication
Style
Visionary who sees the big

picture; creative thinker
Adept at and enjoys problem
solving, likes to experiment
and explore
Looks for overarching
themes and considers the
future
Driver Communication Style
Expressive
Driver
Assertive, active, and

decisive; thinks in terms of
the bottom line
Likes to determine course of
events and be in control of
professional relationship
Quick to act or decide;
expresses urgency for other
to take action
Enjoys challenges presented
by difficult situations and
people
Amiable
Analytic Communication Style
Communicates using
number and logic
Thorough in task situations;
moves carefully and follows
procedures and guidelines
Analytic
Amiable Communication Style
Understands how people

need to receive information
to act on it
Interaction and professional
relationships are primary
ways toget things done
12
ROADmAP

Communication Style
Diagnose Your
Key Stakeholders
Communication Style
Tailor Your
Communication
Style to Others
13
Behavioral frameworks
provide understanding
of personal styles and
a path to diagnosing
others styles.
Get a Social Understanding

Description of Social Styles
Task
Analytic
Introspective, self-analytical, and critical thinker; uses data and
logic to make decisions
Understands what information is needed and weighs all sides
of an issue in decision making
Thorough in task situations; moves carefully and follows
procedures and guidelines
Style Taken into Excess

Can be bogged down by information, doing analysis at the
expense of moving forward; analysis paralysis.
May be seen as insensitive to others emotions, cold, or
resistant to change and entrenched in position.
Tendency toward remaining on the sidelines, watchfulness,
andobservation
Driver
Assertive, active, and decisive; thinks in terms of the
bottomline
Likes to determine course of events and be in control of
professional relationship
Quick to act or decide; expresses urgency for other to
takeaction
Enjoys challenges presented by difficult situations and people;
not stopped by hearing No
Can easily overlook process and comprehensive strategic
planning when driven by need to act and decide.
Can get defensive, argue, try to out-expert others, lose
patience, and push for decisions before its time.
Can be autocratic, has difficulty being a team member, not
heedful of others feelings, and may be perceived as cold.
Ask
Tell
Amiable
Understands how people need to receive information to act on
it; integrates others input in decisions
Interaction and professional relationships are primary ways to
get things done.
Supporting of peers and receptive to their ideas, team player,
feeling-based, trusts emotion and intuition

Can lose focus on goals when relationships or peoples needs
are compromised.
Has trouble saying no to requests and can over-compromise
to avoid conflict.
Immersed in the present, may lose track of time and not see
long term.
Expressive
Visionary who sees the big picture; generative and creative
thinker
Very idea oriented; focuses on future thought
Adept at and enjoys problem solving, likes to experiment
andexplore
Looks for overarching themes and makes decisions by
standing in the future
Can put too much emphasis on vision at the expense of action.
Can lose focus on tasks and have poor follow-through on
projects and attention to details.
Tend to be highly enthusiastic early on but lose interest in
projects that do not have a comprehensive visions.
Relationship
Source: Bonner curriculum; CEB analysis.
14
Business executives fall

into four temperaments
based on their
communication style.
Discover who you are talking to

Critical Dimensions
Relationship
By understanding
and tailoring to
your counterparts
communication style,
Finance becomes more
persuasive.
Amiable
Expressive
Lets meet to discuss this.
Let me tell you my ideas about this.
Diplomatic, Loyal, Patient
Enthusiastic, Persuasive, Creative
Ask
Tell
Analytic
Driver
Let me think about this.
Lets take action on this.
Organized, Logical, Industrious
Candid, Strong Willed, Results Oriented
Task
15
IDENTIFY Others COMMUNICATION STYLES

Use the following tool to better understand the communication styles of your key stakeholders. Ask yourself about their key motivations,
interests, and decision patterns. To communicate more effectively with them, try to understand what they want to economize on.
Directions
Reread the descriptions of each communication style on the previous pages. Name one or two key stakeholders (e.g., coworkers, business partners, managers)
you are currently working with that match each communication style.
Communication Styles Diagnosing Tool
How to Diagnose
Amiable
Expressive
Analytic
Driver
Interest
Cooperation and security
Ideas and possibilities
Facts and data
Action and outcomes
What They Seek
Consensus
Recognition
Accuracy
Results
Decision Pattern
Slow and thoughtful
Fast and spontaneous
Slow and systematic
Decisive and results focused
What They
Wantto Save
Relationships
Effort
Face
Time
What They Have

Questions About
Why
Who
How
What
My Key
Stakeholders
withThis Style
_______________________
_______________________
_______________________
_______________________
_______________________
_______________________
_______________________
_______________________
16
Diagnosing Amiables
Communication Style Overview
Key Characteristics
Loyal
Cooperative
Supportive
Sensitive
Patient
Reliable
Primary Reaction to Stress: Acquiescing

Seeks: Consensus
At Best
Loyal
Supportive
Respectful
Dependable
Agreeable
Perceptive
At Worst
Conforming
Needy
Unsure
Dependent
Awkward
Easily Manipulated
Famous Amiables: Princess Diana, GeraldFord,

MaryTyler Moore
How to Identify Amiables

Verbal Clues
Nonverbal Clues
Speaks slowly
Slow to make decisions
Speaks softly
Moves slowly
Asks others for their opinions
People and team oriented
Tends to be quiet in group settings
Leans backward even when making a point
Offers compromises or synthesizes others ideas
More apt to remember personal information and details about others
Tentatively offers suggestions
Prefers one-on-one interactions or small group settings

Flexible about time
Relaxed posture
Responds to the feelings of others
17
Diagnosing Expressives
Key Characteristics
Outgoing
Enthusiastic
Influential
Playful
Spontaneous
Ambitious
Primary Reaction to Stress: Attacking
Seeks: Recognition
At Best
Ambitious
Enthusiastic
Visionary
Fun Loving
Friendly
Influential
At Worst
Overbearing
Unrealistic
Egotistical
Undisciplined
Manipulative
Hasty
Famous Expressives: Muhammad Ali, BillClinton,

Madonna, Pablo Picasso, OprahWinfrey
How to Identify Expressives

Verbal Clues
Nonverbal Clues
Uses commands rather than questions
Uses motions and gestures
Speaks fast
Full of energy
Speaks loudly
Leans forward when trying to persuade
Tells jokes and stories
Willing to take risks
Wanders from the topic
Apt to make quick decisions
Tentatively offers suggestions
Dislikes monotony and routine
Shows a range of vocal inflection and tone
Less disciplined about time
Strongly expresses opinions
Makes eye contact
18
Diagnosing Analytics
Key Characteristics
Analytical
Thorough
Serious
Methodical
Precise
Deliberate
Primary Reaction to Stress: Avoidance

Seeks: Accuracy
At Best
Logical
Thorough
Perfectionist
Disciplined
Deliberate
Organized
At Worst
Critical
Indecisive
Old-Fashioned
Hard to Please
Moralistic
Unemotional
Famous Analytics: Barack Obama, Albert

Einstein, Alan Greenspan, Woodrow Wilson
How to Identify Analytics

Verbal Clues
Nonverbal Clues
Speaks slowly
Leans backward when talking
Ask oriented even when giving directions
Likes to work alone
Careful in choosing words
Slow to make decisions
May stop mid-sentence, then begin a new sentence that

they believe makes more sense
Moves slowly
Qualifies ideas with facts and data

Little inflection in voice and tone
Not apt to tell stories
Fact and task oriented
Carefully researches and examines all opinions

Focused on details
Disciplined about time
Appears serious and detached from feelings
Responds to the feelings of others
19
Diagnosing Drivers
Key Characteristics
Independent
Candid
Decisive
Practical
Efficient
Determined
At Best
Primary Reaction to Stress: Autocratic

Seeks: Results
Famous Drivers: Henry Ford, Barbara Walters,

Malcolm X, Charles Lindbergh, Teddy Roosevelt,
MikeWallace
Efficient
Focused
Goal Oriented
Realistic
Independent
Determined
At Worst
Harsh
Controlling
Shortsighted
Abrasive
Pushy
Power Seeking
How to Identify Drivers

Verbal Clues
Nonverbal Clues
Uses commands rather than questions
Moves quickly
Speaks fast
Leans forward when making a point
Speaks directly and succinctly
Very task oriented
Not apt to tell stories
Disciplined about time
Not very talkative
Often prefers working alone or directing others
Focuses on facts and data
Exerts pressure for decisions

Controls facial expressions
Uses direct eye contact
20
ROADmAP

Communication Style
Diagnose Your
Key Stakeholders
Communication Style
Tailor Your
Communication
Style to Others
21
Understand the
characteristics of other
communication styles
to identify ways to alter
and use your style to fit
different situations.
Alter communication style to situations

Communication Styles Cheat Sheet
Driver
Expressive
Amiable
Analytical
Style when stressed:
Autocratic
Attacks
Acquiesce
Avoids
Measures personal
value by:
Results
Applause
Attention
Activity
Specialty:
Control
Social
Supportive
Technical
For growth,
needsto:
Listen
Check
Initiate
Decide
Wants to save:
Time
Effort
Relationships
Face
Needs climate that:
Allows to Build Own

Structure
Inspires to
TheirGoals
Suggests
Provides Details
Words used to
describe:
May be viewed as:
Direct
Assertive
Results Oriented
Independent
Decisive
Competitive
Pushy
Severe
Tough
Dominating
Harsh
Enthusiastic
Ambitious
Creative
Fast Paced
Optimistic
Confident
Manipulative
Excitable
Undisciplined
Reactionary
Egotistical
Diplomatic
Loyal
Supportive
Friendly
Considerate
Relaxed
Conforming
Unsure
Pliable
Dependent
Awkward
Organized
Thorough
Logical
Prudent
Accurate
Conscientious
Critical
Indecisive
Stuffy
Picky
Moralistic
When interacting with the style, you should:

Take the time to be:
Efficient
Stimulating
Agreeable
Accurate
Support their:
Conclusions and
Actions
Dreams and
Intuitions
Relationships and
Feelings
Principles and
Thinking
Persuade them by
telling/answering:
What
Who
Why
How
For decisions,
givethem:
Options and
Probabilities
Testimony and
Incentives
Guarantees and
Assurances
Evidence and Service
Source: Nokia; CEB analysis.

22
If You Are an Amiable

Guidelines for Responding to Diverse Styles
Other Amiables
erceive you as supportive, friendly, team oriented, helpful, thoughtful,

P
responsive, and open
To Work Better with Fellow Amiables

Be clear and directive. Recognize the need for defining

accountability and deadlines despite obstacles.
Analytics
elate to your efficiency, logic, command of data, and task orientation

R
Question your haste and risk taking
To Work Better with Analytics

Stress the value of facts and data rather than emotions to build a case,
and encourage their input with a time limit.
Be systematic, detailed, and logical.
Provide added opportunities for their thoughts on unforeseen
implications.
Build confidence in the relationship through demonstrated technical
competence.
Expressives
elate to your supportive, friendly, responsive, and helpful characteristics

R
Question your focus on consensus building
To Work Better with Expressives

Try to bring them definite opinions, backed by third-party
endorsement.
Publicly recognize and praise their accomplishments.
Stand your ground when challenged about rules and previously

established procedures.
Pick up the pace and address problems quickly.
Drivers
Relate to your supportive, helpful, team-oriented, and careful nature

Question your responsiveness
To Work Better with Drivers

Be concise and task focused.
Stay on schedule; stick to the agenda; provide factual summaries.
De-emphasize feelings.
Say what you think; make statements that are definite rather
than tentative.
Respond promptly to messages and requests.
Expect them to make quick decisions based on options
you provide.
23
If You Are an Expressive

Amiables
Relate to your warmth, enthusiasm, and stimulating and personable nature

Question your outgoing, loud, dramatic, and impulsive side
To Work Better with Amiables

Slow down the pace and volume; allow time to build a relationship.
Work on one item at a time in detail; avoid the confusion of too many

tasks or ideas at one time.
Ask questions, listen more, and talk less.
Do not come across too strong or assertive.
Encourage suggestions, participation in team activities,
and supportive roles.
Analytics
elate to your imaginative, stimulating, and thought-provoking nature

R
Question your ability to perform as stated, your follow-through, and your
loud, flashy, and emotional side

Talk about facts (not opinions or feelings), and break down
component parts, preferably in writing.
Slow your pace and avoid unnecessarily tight deadlines or rushed
decisions.
Ask questions, listen more, and talk less.
Be systematic, logical, and detailed in your approach.
Check to see whether the other party shares your energy on a topic.
Other Expressives
Relate to your warmth, enthusiasm, and stimulating and personable nature
To Work Better with Fellow Expressives

Provide structure for shared tasks. Keep on track and emphasize
the basics, allowing carefully limited experimentation as a reward
for results.
Drivers
Relate to your outgoing, imaginative, competitive, and personable aspects

Question your demonstrative, impulsive, and emotional side

Back up your enthusiasm with actual results; demonstrate that your

ideas work.
De-emphasize feelings and emotional reactions.
Be prepared, be on time, and keep within agreed-on limits; provide

materials promptly.
Provide choices whenever possible, and let the drivers select
the choice.
24
If You Are an Analytic

Amiables
elate to your cooperative nature, accuracy, and patience

R
Question your lack of interpersonal connections and dependence
on figures

Show your interest in them as people rather than as workers.
Be supportive and empathetic.
Do not overdo facts and logic.
Use their skills as mediators to build relationships inside the
organization.
Provide them with structure and help them evaluate business risks
and implications.
Other Analytics

Relate
to your efficiency, logic, command of data, and task orientation
To Work Better with Fellow Analytics

Establish timetables and make decisions. Reinforcing one anothers
desire for more information may form a self-perpetuating cycle that
does not produce results.
Expressives
Relate to your accomplishments, independence, and decisiveness

Question your lack of playfulness

Spend informal time with them.
Recognize their need for connecting their name with their work.
Ask for their opinions and input on a noncritical, accepting basis.
Pick up the pace, avoid excessive detail, and address problems quickly.
Be patient with need for exploration and spontaneity.
Demonstrate energy and enthusiasm.
Drivers
Relate to your logic, command of data, accuracy, and dependability

Question your focus on details and analysis

Summarize the facts and various outcomes; let them decide.
Pick up the pace, respond promptly, and be efficient.
Say what you think; make statements that are definite rather
than tentative.
Depend on self-discipline rather than on excessive reports
or precise instructions.
25
If You Are a Driver

Amiables
Relate to your efficiency and discipline

Question your lack of empathy, bottom-line orientation, and impatience

Make personal contact; show concern for them and their families,

interests, etc.
Slow your pace and do not come across too strong.
Ask for advice on how to accomplish objectives in terms of motivating
others.
Support efforts and accomplishments with personal attention.
Analytics
elate to your efficiency, logic, command of data, and task orientation

R

Bring them detailed facts and logic in writing.
Listen to their opinions, and show interest while they evaluate
and check the accuracy of the data.
Slow your pace and avoid unnecessarily tight deadlines or rushed
decisions.
Help them reach conclusions by encouraging them to set

deadlines after you have provided time for review.
Expressives
Relate to your accomplishments, independence, and decisiveness

Question your lack of playfulness

Make personal contactbe more open about yourself, feelings,
and opinions.
Relax time constraints within structure; provide incentives.
Be patient with need for exploration and spontaneity.
Provide public recognition for accomplishments (i.e., give them credit
in front of others).
Other Drivers
Perceive you as action oriented, efficient, disciplined, logical, and decisive
To Work Better with Fellow Drivers

Agree in advance on specific goals, and provide freedom to work
within these limits. An unproductive deadlock can occur when there
is uncertainty about who is leading an effort.
26
Communication Styles Work Plan

Directions
Based on your score and the suggestions on the previous pages, write a list of changes to your style that will improve your communication with colleagues.
Name
Primary Concern:
Relationship or Task
Communicates Through:
Questions (Ask) or
Statements (Tell)
Communication Style
What I Will Change

About Our Interactions
Source: Robert Bolton and Dorothy Bolton, Social Style/Management Style (New York: AMACOM, 1984); CEB analysis.
27
BUILD A COMMUNICATION ACTION PLAN FOR KEY STAKEHOLDERS

Continued improvement in understanding and adapting your personal communication style will depend on using the framework and
techniques on the prior pages and creating a more formal action plan for key stakeholders.
Directions
Complete the grid below for one or two people that you know or work with.
Refer to the guidelines on the previous pages on how to appeal to different communication styles.
Name
Determine Their Communication Style
What I Will Change About Our Interactions
Relationship

Ask
Tell

Task
Relationship

Ask
Tell

Task
28
Goal: To practice flexing

your behavioral style.
Flexing to other behavioral styles
Instructions:
Split into pairs and
tell your partner your
behavioral style.
Individually, think about
a current project you are
working on, or will work
on, where you need to
secure a stakeholders
buy-in.
Your partner will play the
role of your stakeholder,
and you will present your
project or idea to your
partner to gain support.
Before you begin, think
about the questions he
or she may ask and what
strategies you will employ
to appeal to his or her
behavioral style.
Partners Behavioral Style:
Expressive
Driver
Analytics
Amiable
What
Questions
Might Your
Partner Ask?
Have you looked

at other, more
innovative
solutions?
How long will

this take to
implement?
Have you looked

at what would
happen if we did
not implement
this?
What groups
would be
affected by this
change?
What
Strategies
Could You
Employ?
Consult with
expressive
members in
advance to
obtain ideas
for possible
solutions.
Provide driver
members with
options that they
can choose from.
Use rational
persuasion
through data
analysis.
Show amiable
members that
you have
stopped the idea
to different
constituencies.
Briefly describe the

project or idea to your
partner and then have
a conversation to gain
buy-in.
When directed by the
facilitator, switch roles.
29
Sample Stakeholder Action Plan

Directions
Before your presentation, collect information about your stakeholders to identify the action steps you can take to gain or increase support of your proposal.
Stakeholder
name and
role in
proposala
Justine Carver
Behavioral
style
Who or what
are they
influenced
by?
How does your

proposal support
achievement
of stakeholder
objectives?
Expressive
Pierre Gagnon,
VP of Sales (D)
Supports goal of
her Chief of
reducing turnover
Staff
costs (provides an
select out of the hiring
competitors
doing
opportunity to self-
Our
what they are
How does
your proposal
threaten
achievement
of stakeholder
objectives?
process)
Improves brand
of position in
Likes out-of-
marketplace (reduces
the-box ideas
Immediate
impact of longer
time to fill for
open positions
(promised the
department
would be fully
staffed through
end of year)
Increases SG&A
Level
of
power
(H, M,
L)
Level of
support for
proposal
(H, M, L)
What will he or she

need to see to increase
level of support?
our competitors or best-
Could go
in-class companies
either way;
no trends
That it has worked for
What else do
I need to do?
in previous
information from team.
immediate costs
will impact budget.
Create a visually
appealing map of new
That this does not
process.
overcomplicate the
hiring process
Talk to her COS to

understand how costs
How the long-term

benefits outweigh
decisions
Obtain best practice
disgruntled alumni)
Set up a conference call

with her in advance
of meeting to obtain
initial perspective.
Eric Johnson,
Analytic
VP of
Recruiting
(D)
Kim Nguyen,
CHRO
Our
competitors
what they are
doing
Supports goal of
reducing turnover
within first 90 days
Supports goal of
innovating current
recruiting processes
Increases
additional
process steps for
recruiting staff
Reduces time-tofill metrics for
position
A process map
comparing current
Initially
Create a visually
appealing map of new
identified
versus future state to
this idea
ensure capture of all
through
details
Recruiting to obtain
Specific predicted
recruiting data and cost
discussion
with Eric
process versus old process.
information.
impact of process on
cost-per-hire and time-
to-fill metrics
Provide root-cause
analysis in detail to Eric
in advance of meeting.
Proof that this proposal

is addressing the true
Speak with JS in
Ask Eric to talk to Justin
cause of high new-hire
in advance of the
turnover
presentation.
30
How often you

communicate a message
will depend on both
your audience and
the message being
communicated.
DETERMINE THE FREQUENCY OF COMMUNICATION

Audience: No one approach fits
all audiences. You must tailor
communications to each individual.
They may require regular updates or
just want to be notified when an issue
arises.
Message: The kind of message or

activity being communicated
(e.g., its level of urgency, importance,
sensitivity) will affect how and how
often you communicate.
No one type of communication will

suit the same person all the time.
Its important to ensure relevant parties receive all the information they need in a timely manner without experiencing
communication fatigue. Track your communications, particularly where problems and issues exist. Remain informed and
supportive and, when possible, assist with problem resolution.
Consider:
Person ALikes to be given regular
updates about all issues within his
department and the progress of each
Person BLikes to know the issue is

resolved but to be told when any major
barriers arise during the process
Think about someone you work with closely. How often do they prefer to communicate? Do they
like regular e-mails about everything? A concise summary? Only under certain circumstances? If
you told them about a major issue, how would you follow up?
31
You can communicate

with people both
professionally and
personally in an everincreasing number of
ways, and selecting
the right method can
be crucial. The most
appropriate method will
depend on who you are
communicating with and
the message involved.
DETERMINE THE BEST COMMUNICATION METHODS

Have you ever used the wrong communication method?
Considering the scenarios below, what is an appropriate communication method to use? Are there
any that would never be appropriate? Put a check mark next to the best methods and an X next to
the inappropriate methods.
Work E-Mail
Phone Call
Group
Presentation
Formal
Meeting
Informal
Meeting
Social Media
Concern about
a colleagues
performance
Sharing details of
the departments
financial results
Planning dinner
with your college
friend
Asking for a pay
rise
Discussing
an interview
candidate
Tip: Remember that

although e-mail shouldnt
always be the go-to
communication method, it helps
you keep a paper trail and follow
up on next steps and actions.
Passing on details
for a training
session
32

Communication Styles Diagnostic and Playbook

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CEB Finance Leadership Council

Maximizing the Impact

A Framework for Member Conversations

HOW TO USE THIS WORKBOOK

Exhibit active listening to more fully comprehend the messages of others,

Clarify your messages to drive others to action, and

Appear more solutions-oriented to business partners.

2014 CEB. All rights reserved.FLC9213014SYN

UNDERSTANDING THE FRAMEWORK

Ask: Focuses on the need to clarify

2014 CEB. All rights reserved.FLC9213014SYN

A more complex and

The New Work Environment

Employees increasingly work

Change in Amount of Work with Coworkers

Change in Time Spent Finding and Reviewing

Source: CEB 2012 High Performance Survey.

Source: CEB 2012 High Performance Survey.

Percentage of Employees Who Regularly

Change in Reliance on Others in Past Three

2014 CEB. All rights reserved.FLC9213014SYN

Assess Your Personal

2014 CEB. All rights reserved.FLC9213014SYN

Communication Self-Perception Questionnaire

More likely to lean back when stating opinions

Less use of hands when talking

Demonstrates less energy

More controlled body movement

Less forceful gestures

Less facial expressiveness

Appears more serious

Source: CEB analysis.

2014 CEB. All rights reserved.FLC9213014SYN

Communication Self-Perception Questionnaire

More likely to ask questions

Less inflection in voice

Less apt to exert pressure for action

Less apt to show feelings

More tentative when expressing opinions

More task-orientated conversations

Slower to resolve problem situations

More orientated toward fact and logic

Less likely to use small talk or tell anecdotes

Source: CEB analysis.

2014 CEB. All rights reserved.FLC9213014SYN

Assess Your Communication Style

Tally the four totals from your questionnaire.

2014 CEB. All rights reserved.FLC9213014SYN

ASSESS YOUR COMMUNICATION STYLE

From the previous page, take the

2014 CEB. All rights reserved.FLC9213014SYN

Stress Is the Best Indicator

Stress Response: Acquiesce

Stress Response: Attack

Stress Response: Avoid

Stress Response: Dictate

2014 CEB. All rights reserved.FLC9213014SYN

Finance analysts are most

Many finance staff lack the

CURRENT Finance TEAM COMMUNICATION STYLEs

Visionary who sees the big

Driver Communication Style

Assertive, active, and

Analytic Communication Style

Offers compromises or synthesizes others ideas

Shows a range of vocal inflection and tone