Here is a scenario that is playing out in organisations all over the world right now.
A senior leader – enthusiastic about AI, genuinely convinced it will transform the way the team works – prepares a presentation on the company’s new AI strategy. They’ve done their research. They have the data. They lay it all out clearly: here’s what’s changing, here’s the timeline, here’s what’s expected of everyone.
And then… the reaction is not what they expected.
One person peppers them with detailed questions about data security and process implications. Another seems quiet and withdrawn. A third makes a slightly sarcastic joke that lands awkwardly. Someone else immediately asks, “so when do we start?” while others in the room look quietly alarmed.
The leader walks away feeling like somehow the message didn’t land. The team walks away feeling vaguely unsettled – even if they can’t quite say why.
What went wrong?
Nothing went “wrong”, exactly. What happened is something PCM has been explaining for decades: the same message, delivered in the same way, will land completely differently depending on who is in the room. And when the message carries as much anxiety and uncertainty as “AI is changing your job”, getting the communication process right isn’t a nice-to-have. It’s essential.
According to a recent global survey, only 34% of employees say their organisation has communicated clearly about what AI means for their roles. That’s a communication problem. And PCM has a very practical solution.
Let’s talk about what it actually looks like to communicate an AI message to each of the six PCM types. (If you’re new to PCM and the six personality types, I’d invite you to start here before reading on!)
First: remember the difference between Content and Process
One of my favourite things about PCM is this idea: it’s not what you say, it’s the way you say it. In PCM, we call this the difference between Content (the information itself) and Process (how you deliver it – the channel, the tone, the perception you use).
The content of your AI message might be the same for everyone: “Here’s what we’re implementing, here’s why, here’s the timeline.”
But the process – the way you frame it, the language you use, the emotional register you adopt – should be adapted to each person’s Base personality type. This is not manipulation. It’s respect. It’s speaking to someone in the language they actually hear. (I wrote about this distinction in more detail here, if you’d like to explore it further.)
So: how do you talk about AI with each type?
Talking to a Thinker Base about AI
The Thinker Base experiences the world through the perception of Thoughts – facts, data, logic, and well-organised information. Their preferred communication manner is asking and answering factual questions. What they need from any major change communication is clarity, structure, and the confidence that someone has thought this through properly.
What they want to know:
- What exactly will change, step by step?
- What are the security and data implications?
- What processes will be put in place? What are the clear criteria for success?
- What is the timeline and how will it be measured?
How to frame it: Lead with data and structure. Give them a document they can read in advance. Welcome their detailed questions – this is how they process and trust, not how they resist. Acknowledge their thinking. Something like: “I know you’ll have thought through a lot of the implications here already – I’d love to walk through the details together and hear your analysis.”
What to avoid: Vague assurances like “it’ll be fine, trust us.” The Thinker Base doesn’t find these reassuring – they find them intellectually unsatisfying. They need reasons, not faith.
Talking to a Persister Base about AI
The Persister Base experiences the world through the perception of Opinions – values, convictions, and what they believe to be right. Their preferred manner of communication is also through questions and answers, but filtered through their belief system. What they need is to feel that the change is worth it – that it aligns with something that matters, and that their perspective has been genuinely considered.
What they want to know:
- Is this the right thing to do? Is it ethical?
- What are the values driving this decision – efficiency only, or something more?
- Has the leadership thought carefully about the human implications?
- Will my professional opinion be taken into account as we implement this?
How to frame it: Connect the AI strategy to values and purpose. Invite their opinion sincerely – and then actually listen. Something like: “I believe this is the right direction for us, and I’m particularly interested in your view on how we ensure we do it responsibly.” Persisters respond deeply to being seen as someone whose convictions are respected.
What to avoid: Presenting AI purely as a cost-cutting or efficiency play, without any values-based framing. For a Persister Base, this signals that leadership doesn’t care about the human cost – and that’s the beginning of a crisis of trust.
Talking to a Harmoniser Base about AI
The Harmoniser Base experiences the world through the perception of Emotions – they tune into the emotional atmosphere of a situation and connect through feelings and personal warmth. Their preferred communication manner is warm, personal, nurturing, caring interaction.
What they want to know:
- What does this mean for me and for us as a team?
- Will I still belong here? Will I still be valued as a person?
- Is there support available if I struggle with the new tools?
- Does the leadership actually care about how people are feeling about this?
How to frame it: Before you get into the content, check in with them as a person. Not “here’s the AI strategy”, but “I know change like this can feel unsettling, and I want to make sure you know we’re doing this together.” Use warm, personal language. Make space for feelings – don’t rush past them to the facts. And while you do that, be truly there, present and interested in their answers.
What to avoid: A cold, data-driven rollout with no human touch. A Harmoniser Base who doesn’t feel seen and cared for in a major change process will quietly disengage – and they may not tell you why for a long time.
Talking to an Imaginer Base about AI
The Imaginer Base experiences the world through the perception of Inactions (or Reflections) – they take in information and process it internally, in their own time and space. They prefer calm, non-pressured communication and need space to think before they can respond.
What they want to know:
- Do I have time to understand this at my own pace?
- Will I have autonomy in how I integrate new tools into my work?
- Can I reflect on this before I need to give you a response?
How to frame it: Give them information in advance – not as a surprise in a group meeting. Use simple, direct language and avoid overwhelming them. Something like: “Here is some information about what’s changing. Take a look in your own time, and then let’s find a quiet moment to talk through any thoughts you have.”
What to avoid: Large group brainstorms about AI, where everyone is expected to react in real time and enthusiastically. For the Imaginer Base, this is pressure – and pressure tends to produce silence or withdrawal, neither of which reflects their actual capacity or intelligence.
Talking to a Rebel Base about AI
The Rebel Base experiences the world through the perception of Reactions – their likes and dislikes, their spontaneous responses to the world. They are creative, playful and love a good interaction. What engages them is energy, fun, and the sense that something interesting is happening.
What they want to know:
- Is this actually going to be cool?
- Can I play around with the tools and experiment?
- Is this going to make work more interesting or more boring?
How to frame it: Lead with energy and enthusiasm. Show them the most interesting, creative, unexpected things AI can do. Make it fun – literally. Demo it in a hands-on way. Let them experiment. Something like: “I can’t wait to show you some of the things this can do – honestly, some of it is wild. Want to try it out?”
What to avoid: Long, dry policy documents and compliance-heavy onboarding. If the introduction to AI is tedious, the Rebel Base has already decided they don’t like it – and it will take significant effort to reverse that.
Talking to a Promoter Base about AI
The Promoter Base experiences the world through the perception of Actions – they are direct, decisive, and thrive on challenge, movement, and results. They want to know what this means in practical terms, and they want to move fast.
What they want to know:
- What’s the bottom line?
- How does this give us an edge?
- What’s the opportunity here?
- What do I need to do, and when?
How to frame it: Be direct. Skip the preamble. Lead with the opportunity and the action required. Something like: “Here’s what we’re doing. Here’s why it positions us ahead of the competition. Here’s your role in making it happen – starting now.” Promoter Base people respect decisiveness and respond to challenge.
What to avoid: Long drawn-out consultations and endless discussions about feelings and concerns. The Promoter has already moved on in their head. Catch up or get out of their way.
Putting it into practice
Of course, most of the time you’re not communicating with one person at a time. You’re sending a company-wide email, or running a town hall, or briefing a team of eight people with eight different Personality Structures.
A few practical thoughts:
Layer your communication. A written document with clear data and structure (for the Thinker and Persister Base people in your team), followed by a team conversation with space for feelings (for the Harmonisers), followed by a hands-on demo or pilot (for the Rebels and Promoters), followed by private time to reflect (for the Imaginers) – this kind of layered approach honours different types without requiring you to have eight separate conversations.
Know your own type. Most of us communicate in the way we would prefer to receive information. If you’re a Thinker Base leader, you’ll naturally lead with data. If you’re a Promoter Base, you’ll lead with the headline and the action plan. Knowing your own PCM Base helps you notice where you’re inadvertently leaving people behind.
Remember: Process before Content. Especially in high-stakes change communication, getting the relational process right first makes everything else easier. The person who feels seen and respected before the message is delivered is far more ready to actually hear it.
AI is changing the workplace, whether we’re ready or not. But the human conversation around it – the way we explain it, the way we invite people in, the way we address fear and resistance – that’s something we can actually control. And PCM gives us the tools to do it well.
I’d love to know: which Type do you most relate to in how you’re experiencing the AI conversation at work right now? Let me know in the comments!
Stay connected, Magda.
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