Managing up Executive Communication ~Part 7

This is Part 7 of the Executive Communication Series. Check out Part 1 , Part 2, Part 3, Part 4, Part 5  & Part 6 for the complete framework.

c) Executive Communication Archetypes (Extended on DISC)

Let's explore further combinations/hybrid.

Operator + Conductor [The collaborative Executor]

Why this combination works: The combination works because of "execution focus" —one through task completion and measurable results, the other through team dynamics and stakeholder collaboration.

The communication challenge: Tussle between Task Vs People.

Here are a few tips to communicate well with this combination

• Play to shared values of task and people. Demonstrate accountability while honouring collaboration

• Complement potential blind spots

  • Both may undervalue long-term strategic thinking. Be the anchor of the big picture.

  • Both may move quickly without sufficient data analysis—you bring evidence and frameworks to support their action bias.

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Example: "We need to deliver the product refresh by March 15 to hit the market window [Big picture + Operator deadline]. I've worked with Product, Engineering, and Marketing to build a plan that doesn't overload any single team [Conductor collaboration]. Here's the timeline with clear owners [Operator accountability], and here's how we've distributed the work based on current team capacity [Conductor team health]. Weekly check-ins will track both delivery milestones and team wellbeing..."

Moving on to the [in]famous conflicting styles:

Analyst+Conductor [Data-People Stand-off]

Why this creates conflict: The conflict arises from fundamentally different priorities—one values logic, frameworks, and evidence-based decisions (Task + Thinking), the other values relationships, stakeholder alignment, and organizational health (People + Doing).

The communication challenge: Decision making based on Data Vs people, analysis Vs execution.

Here are a few tips to communicate well with this combination

Bridge the divide:

• Bring in the contrast, acknowledge it explicitly.

• Use data to support people decisions—show engagement scores, retention metrics, productivity data that validates the human element

• Build stakeholder input into your analytical process

  
  

Example: "Our market analysis shows we need to exit the APAC region by Q2 to preserve capital [Analyst data]. I've met with all affected teams and regional leads—here are their concerns and the support plan we've co-created to manage this transition with dignity [Conductor people focus]. Here's how we balance financial necessity with our responsibility to our people..."

Visionary+Operator: [Dream-Execution Standoff]

Why this creates conflict: The conflict arises from fundamentally different time horizons and priorities—one focuses on transformational possibilities and bold futures (People + Thinking), the other focuses on tangible progress and immediate execution (Task + Doing). One lives in what could be; the other lives in what is.

The communication challenge: Vision and inspiration Vs concrete progress and action, transformation Vs delivery.

Here are a few tips to communicate well with this combination:

Create a bridge between vision and execution:

• Start with inspiring future, then immediately show concrete actions

  
  

  • Translate vision into concrete outcomes—don't just say "transform customer experience," say "reduce customer effort score from 65 to 45 in 6 months".

  • Use a phased roadmap—show the transformational vision as North Star, then break it into achievable milestones with clear owners and timelines.

  • Demonstrate momentum—show both the audacious goal AND what you've already accomplished

Example: "What if we could become the most trusted brand in our category—where customers choose us not on price, but on values alignment? [Visionary transformation]. We've already started—we've redesigned our customer onboarding, trained 150 frontline staff, and saw NPS increase 12 points in our pilot market [Operator tangible progress]. Here's the 12-month roadmap that takes us from pilot to full transformation, with quarterly check points...."

How did you like the Executive communication archetypes?

How do you adapt to different archetypes?

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