Meetings are everywhere, from team huddles to client briefings, project updates to brainstorming sessions. They’re meant to bring people together, share information, and make decisions. But how often do they actually do this effectively?
Research suggests that up to 71% of meetings are considered unproductive by employees (Doodle, 2019). Why? One of the key reasons is the misalignment of communicating , we communicate based on how we think, not how others need to hear.
Whole Brain® Thinking offers a solution to this problem by providing a clear framework to better understand, plan, and tailor your communication. It enables you to deliver messages that land with every thinker in the room.
Whole Brain® Thinking and communication agility
Whole Brain® Thinking is a model that reflects the full spectrum of cognitive preferences. Based on the Herrmann Brain Dominance Instrument® (HBDI®), it defines four key quadrants:
- A – Analytical (Blue): Logical, factual, and data-driven
- B – Practical (Green): Organised, detail-oriented, and sequential
- C – Relational (Red): Empathetic, interpersonal, and emotionally aware
- D – Experimental (Yellow): Imaginative, holistic, and future-focused
Each of us has our own preferred combination of these quadrants, our “thinking style”, which shapes how we communicate, interpret information, and engage in meetings.
The challenge is: when we communicate only from our preferred style, we risk leaving others behind. That’s where communication agility, the ability to adapt your communication based on your audience becomes a vital skill.
Tailoring your message to the audience
According to audience design theory (Clark & Murphy, 1982; Yoon & Brown-Schmidt, 2019), communicators naturally adjust how they speak based on their perceptions of who they’re talking to in dyads and within group contexts. But this process is often unconscious and inconsistent because we view the world through our own lens. Whole Brain® Thinking makes this process intentional and visible, giving us a way to recognise our unconscious biases.
Here’s how different thinkers process communication:
- Analytical (A) thinkers want the data, logic, and results. They need clear facts and concise reasoning.
- Practical (B) thinkers want the plan and structure. They need timelines, steps, and clarity on what’s expected.
- Relational (C) thinkers value connection and inclusion. They need emotional resonance and space to contribute.
- Experimental (D) thinkers look for the big picture and new ideas. They need opportunities for creativity and exploration.
To communicate effectively in a meeting, your messaging should touch all four quadrants, even if briefly to ensure all thinkers feel considered and engaged.
What the research says about communicating effectively
- Goleman (2006) found that emotionally intelligent leaders adapt their communication styles to fit the people and the context, which enhances engagement and trust.
- Cialdini’s principles of persuasion (2001) reinforce that people are influenced differently, some need facts, others need stories or a sense of belonging which aligns with thinking diversity.
- Hogan & Kaiser (2005) found that leaders who match communication styles to their teams’ cognitive and emotional needs are more effective in sustaining team performance.
- Hamlin, McGlion & Bridgemohan (2024). Found Training and Coaching Deliver Real Gains. Their systematic reviews show that communication skills workshops, coaching, or structured skill training boost self-efficacy, empathy, and collaboration, supporting stronger outcomes in conflict resolution, team dynamics, and workplace relationships.
These findings reinforce the idea that communication isn’t just about clarity, it’s about connection, relevance, and fit.
Planning meetings with a Whole Brain® lens
Whether you’re facilitating or participating in a meeting, applying Whole Brain® Thinking can guide your preparation and improve outcomes.
For example:
- Set the tone and ensure people feel heard and included ©
- Open by explaining why the meeting matters (D)
- Define the goal or decision to be made (A)
- Outline the structure and next steps (B)
This makes your meetings more engaging, more productive, and more inclusive. You’re not just delivering information, you’re ensuring it’s received and acted upon.
Becoming a more agile communicator
Just like thinking agility, communication agility can be learned and improved. Start by asking yourself:
- Whose thinking style am I most likely to overlook in this meeting?
- What part of my message will resonate most and least with this group?
- How can I present the information in a way that meets different needs?
Small shifts like including a data point for A thinkers or allowing time for open dialogue for C thinkers make a big difference. Learning about Whole Brain® Thinking and your HBDI will help you gain tools to coach your team to communicate with confidence and impact, building trust, clarity, and better results in every conversation.
🔎 For further reading
- Clark, H. H., & Murphy, G. L. (1982). Audience design in meaning and reference.
- Goleman, D. (2006). Social Intelligence: The New Science of Human Relationships.
- Cialdini, R. B. (2001). Influence: Science and Practice.
- Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9(2), 169–180.
- Yoon, S.O. and Brown-Schmidt, S. (2019), Audience Design in Multiparty Conversation. Cogn Sci, 43: e12774. https://doi.org/10.1111/cogs.12774
- Emily L.B. Hamlin, Rory McGloin, Alex Bridgemohan (2024) Communication skills training: a quantitative systematic review, Development and Learning in Organizations: An International Journal, Volume 38, Issue 6, https://doi.org/10.1108/DLO-08-2023-0188
✅ Disclosure: This article was created using a combination of AI-assisted drafting and human WBT expertise, grounded in research and practical experience. It reflects the Herrmann commitment to Whole Brain® Thinking as a powerful tool for personal and team development.
