The 93% Rule: Why your voice and body speak louder than you think

Q. How do you come across to others in your workplace? Consider your words, tone of voice and body language.

Diverse workforces are a strength in business today. They bring together varied perspectives, foster innovation and increase resilience. However, the success of a diverse team relies heavily on how effectively team members communicate. And understanding the influence of personal impact is crucial for managers, colleagues, facilitators and leaders.

Mehrabian’s Communication Model (7 38 55)

For me, one of the most insightful frameworks in understanding personal impact is Mehrabian’s Communication Model. Developed in the 1970s by psychologist Albert Mehrabian, the model examines how we communicate meaning by combining our body language, tone, and the words themselves.

Let’s explore how Mehrabian’s findings plays a pivotal role in fostering inclusive, effective communication in diverse teams.

Mehrabian’s model emphasises that our communication extends beyond spoken words. His research suggests that only 7% of meaning is conveyed through words, while 38% comes from tone of voice, and 55% (!) from body language.

Known as the ‘7-38-55 rule’, this model highlights
the role of non-verbal cues in communication,
especially when conveying emotions or attitudes.

While the specifics of Mehrabian’s percentages can be debated depending on context, the model’s overarching message is undeniable: words alone rarely tell the whole story.

To understand personal impact in your workplace, consider how someone’s body language, tone, and their words come together. And being aware of your personal impact is particularly relevant with multicultural or multi-generational teams, as other peoples’ interpretations of your non-verbal communication can vary significantly, especially with face-to-face and virtual settings.

Personal Impact is the ‘You Factor’

Our personal impact profoundly shapes our interactions. In fact, our personal impact involves a blend of our self-awareness, emotional intelligence, and adaptability in our respective workplaces.

Here’s three ways how Mehrabian’s insights apply to your personal impact at work:

1. Self-Awareness and Authenticity
   • Awareness of your non-verbal cues is essential. Non-verbal communication tends to reveal what we genuinely feel, often more than words. Leaders who are conscious of their body language, eye contact, and posture project an openness that words alone may not convey. Diverse teams are especially attuned to non-verbal cues, so authenticity can foster trust, especially across cultural and generational boundaries.
2. Adaptability across Cultures (including Generations and Genders)
   • Understanding and adapting to different interpretations of body language and tone is crucial. For instance, gestures that may be neutral or positive in one culture could be misinterpreted in another. Demonstrating respect and learning about cultural norms within your team can minimise misunderstandings and reinforce positive relationships.
3. Emotional Intelligence and Empathy
   • Mehrabian’s model also teaches us that a person’s emotions significantly influence how they’re perceived. For instance, during a challenging conversation, keeping a calm tone and open posture can encourage open dialogue, whereas closed or defensive body language might inadvertently shut others out. Leaders with high emotional intelligence— those who can regulate their emotions and understand others’ feelings—are able to create a welcoming environment where team members feel valued.

5 tips to enhance your Personal Impact

Mehrabian’s Model in Practice. Applying the 7-38-55 rule requires intentional practice, especially in diverse teams where perceptions and cultural nuances vary. Here are some ways to strengthen personal impact with Mehrabian’s model in mind:

1. Prioritise non-verbal cues in remote work
   • In virtual settings, facial expressions and gestures become more important. Be sure to have videos on, try to maintain eye contact by looking at the camera, keep a welcoming posture, and use hand and head gestures to underline key points.
2. Use Tone to build rapport and engagement
   • Given that tone conveys nearly 40% of the emotional weight of a message, modulating voice can either engage or alienate listeners. Consider a smile as you call someone on the phone – positivity is meant to give you 30% in any negotiation. In culturally diverse teams, avoid overly formal or overly casual tones, and aim for warmth and clarity. This balance can make your communication accessible and engaging for all team members.
3. Practice reflective listening
   • Reflective listening, such as summarising or paraphrasing what someone has said, can demonstrate attentiveness and respect. By repeating key points in the same words used, you not only show understanding but also align your verbal and non-verbal cues, which reinforces Mehrabian’s principle of congruent communication.
4. Respect differences in body language
   • Be aware that gestures like nodding, eye contact, and physical proximity have different meanings across cultures. For example, a firm handshake may be seen as assertive in one culture but intrusive in another. When in doubt, take a respectful approach. Take time to learn specific cultural preferences of your colleagues.
5. Seek feedback on your communication style
   • Personal impact is a process of continuous improvement, and is advanced with feedback. Encourage your team members to share their perceptions of your communication style. This feedback can be a valuable tool for understanding any unconscious habits that may be affecting your personal impact.

Benefits of being aware of your Personal Impact

In Summary, as Australian workplaces continue to embrace diversity, Mehrabian’s model is more than an academic theory; it’s a reminder of the powerful role our own  communication plays for our own personal impact at work. And, not only is it helpful in our professional lives, it’s also beneficial in our personal lives as well.

Team members who consider both verbal and non-verbal elements, as Mehrabian’s model recommends, tend to create more inclusive, empathetic, and effective working environments. These members (eg. managers or acting managers) have:

• Stronger team cohesion: A conscious effort to align words, tone, and body language fosters and improves trust and openness.
• Improved conflict resolution: Non-verbal empathy signals, such as calm tones and open posture, often prevent or de-escalate misunderstandings.
• Increased engagement and productivity: When team members feel heard and valued, they are more motivated and engaged.

Leaders can harness their personal impact by aligning their verbal and non-verbal cues. They not only navigate but also bridge any cultural differences, creating a foundation of trust and respect that supports inclusive and productive teams.

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*Generated in part, with assistance from ChatGPT!