5 Voices

Have you ever felt unheard—like your best ideas never seem to land with the people around you? In 5 Voices: How to Communicate Effectively with Everyone You Lead, Jeremie Kubicek and Steve Cockram argue that understanding and mastering your unique leadership voice is the foundation of effective communication, collaboration, and influence. They contend that the reason most teams struggle isn’t a lack of talent or intention—it’s that people simply don’t know how to hear or value the different voices in the room. To change that, we each must learn to identify our own voice, lead ourselves with maturity, and intentionally honor the voices of others.

The authors introduce a remarkably simple but transformative framework—the 5 Voices—that acts as a shared language for understanding human communication and leadership dynamics. The five are: Nurturer, Creative, Guardian, Connector, and Pioneer. Each one brings a unique way of seeing the world, making decisions, and contributing to teams. Knowing which is your foundational voice (the one most natural to you) allows you to lead yourself and relate to others with empathy and precision.

Why Voices Matter in Every Relationship

Kubicek and Cockram begin with relatable stories of people who didn’t understand their own voice. For example, Scott, a gifted but quiet team member, realized through the 5 Voices process that his Nurturer voice—focused on people, harmony, and values—had been silenced in a workplace that rewarded louder personalities. Once he understood his voice, he found both confidence and clarity; his ideas started being heard, and he began empowering others to rediscover their own voices too.

The authors compare this realization to a person hearing their physical voice for the first time. In fact, they open with the real story of Sarah Churman, a woman born deaf who heard her voice after receiving a hearing implant. That moment of shock, joy, and self-recognition parallels what happens when you finally understand the sound and impact of your leadership voice—it’s transformative both personally and relationally.

From Personality to Practice

Unlike traditional personality tests that simply categorize people, 5 Voices offers a tool for practical application. Drawing inspiration from Carl Jung, Myers-Briggs typology, and decades of leadership work (through their company GiANT Worldwide), the authors translate complex personality science into clear, memorable language that entire teams can understand and use daily. They frame leadership not as an academic exercise but as a relational skill grounded in self-awareness: knowing how you come across and what it’s like to be on the other side of you.

Every person can speak all five voices, but usually one comes naturally—the foundational voice—while others take effort. The book helps you determine your order of voices, from the one that feels most natural to the one you struggle to access (your “nemesis voice”). Maturity, the authors say, means learning to operate in all voices when needed and valuing each equally.

“Your voice is your leadership signature,” they write. “Understanding it is the first step to truly being heard—and to helping others be heard too.”

Nature, Nurture, and Choice

Kubicek and Cockram stress that your voice—and leadership behavior overall—is shaped by three forces: nature (your wiring), nurture (your life experiences and environment), and choice (the actions you take daily). While nature provides the raw material, nurture adds filters and biases, and daily choices cement habits. The 5 Voices model becomes a mirror for increasing what the authors call your personality quotient (PQ)—a measure of relational intelligence parallel to IQ and EQ. By becoming aware of your patterns, you can see where instinctive tendencies are helping or hindering your influence.

The Book’s Central Promise

Kubicek and Cockram believe that when people learn to hear and honor all five voices, it transforms every environment—from families to executive boards. Instead of constant miscommunication and “friendly fire” (as they call the verbal wounds of careless interactions), teams begin to operate with empathy, alignment, and trust. The book’s method teaches you how to identify who’s at the table, adjust how you communicate, and make sure every perspective—from the cautious Guardian to the visionary Creative—is represented.

By the time you finish 5 Voices, you not only know your foundational voice but also understand how to communicate vision effectively, manage change with care, and create what they call a “100X Team”—one that’s 100 percent healthy and multiplies its positive culture to others. In short, this is less about personality classification and more about building mature, liberating leaders who use their voices to empower others rather than dominate them.

The Journey Ahead

Throughout the rest of the book, Kubicek and Cockram guide you through understanding each of the five voices; mastering your tendencies, strengths, and pitfalls; learning the “weapons systems” of your words; and establishing rules of engagement for healthy communication. Then they extend these ideas to teams, showing how a shared language of voices can dramatically reduce drama, increase empathy, and improve performance. Ultimately, the 5 Voices framework is a call to self-discovery, humility, and intentional leadership—the kind that listens first and speaks last. If you’ve ever wished for a way to make every conversation feel less like noise and more like harmony, this book gives you the code.

The foundation of 5 Voices rests on five archetypal communication patterns—the Nurturer, Creative, Guardian, Connector, and Pioneer. Each voice represents a worldview, a decision-making lens, and a leadership strength that, when honored, brings balance to teams and relationships.

1. The Nurturer – Champion of People and Values

Nurturers, who make up roughly 43 percent of the population, are the relational glue in every system. They ask, “Is this good for people?” and instinctively care about how change impacts others. Within teams, they operate like the oil that keeps machines running smoothly—sensing disconnection and working quietly to restore harmony.

At their best, they defend values over profit and cultivate psychological safety. But immature Nurturers can resist necessary change for fear of conflict. Amy Norton, a Nurturer from Nashville, admits that once she learned her 5 Voice identity, she stopped apologizing for her empathy—realizing that “sensitivity is my superpower.”

2. The Creative – Champion of the Future

Creatives comprise about 9 percent of people. They see what others miss, functioning as early-warning radar systems for threats or possibilities. They ask, “So what? Does this align with our vision and values?” and carry a deep idealism that drives innovation.

But their perfectionism can frustrate teams that just want to finish a project. Instead of celebrating a 90% success, they’ll fixate on the missing 10%. When they mature—learning to present ideas clearly and celebrate progress—teams flourish under their imagination. One Creative executive described learning to mine gold from his own ideas by collaborating with Guardians and Nurturers who helped bring his vision to life.

3. The Guardian – Champion of Resources and Systems

Guardians, comprising 30% of the population, are grounded realists who protect what works. They ask, “Is this worth the risk and investment?” and ensure that time, money, and people are stewarded wisely. At their best, they keep organizations solvent and teams accountable.

Yet immature Guardians can sound overly critical or inflexible, fixating on protocol and interrogating new ideas to death. The authors remind us, though, that without Guardians, innovation would bankrupt the organization. Mature Guardians bring consistency, truth, and realism to lofty visions.

4. The Connector – Champion of Relationships and Collaboration

At 11% of the population, Connectors are the relational catalysts. They value partnership and communication, making them natural storytellers, marketers, and morale-builders. They ask, “How can I connect this to the people who need it most?” and thrive when getting everyone “on the same page.”

However, immature Connectors can become people-pleasers—overselling ideas or avoiding critique. As Don Peslis notes, Connectors must learn to see challenges as helpful rather than personal attacks. Mature Connectors bring contagious enthusiasm grounded in authenticity and clear communication.

5. The Pioneer – Champion of Strategy and Results

Only 7% of people are Pioneers—the loudest voice in the room. They love to win, solve problems, and make things happen. They ask, “Who says we can’t?” and lead with military precision. At their best, they push teams beyond perceived limits and get results. But unchecked, they can bulldoze others—critiquing quickly, dominating meetings, and unintentionally creating fear. The mature Pioneer learns to go last in conversations and to listen first, a practice that dramatically increases trust and buy-in. (This advice echoes Patrick Lencioni’s emphasis in The Five Dysfunctions of a Team that vulnerability precedes influence.)

Words, argue Kubicek and Cockram, are like weapons—they can defend or destroy. Each voice has a specific “weapons system” reflecting how its communication style can help or harm others. Becoming consciously competent with your words is therefore essential to avoiding relational collateral damage.

Pioneer: Grenade Launcher

Pioneers fire verbal grenades—direct, explosive statements meant to test others’ competence. Quick to critique and confident in their reasoning, immature Pioneers create fear-driven environments. One executive admitted he was “just having fun debating” until he learned his staff felt demolished. The mature Pioneer learns to lead with the safety on—using their firepower externally to protect the team, not internally to wound it.

Nurturer: Medic

Nurturers wield compassion like an aid kit. They tend to relational wounds, patch up conflicts, and soothe tension. Yet their kindness can also become overprotection, shielding others from hard lessons. The mature Nurturer balances empathy with empowerment, creating a safe yet challenging environment for growth.

Creative Feeler: The Hulk

Most of the time, Creative Feelers dislike conflict. But when one of their principles is violated, they erupt. As Matt Keen, a self-identified Creative, notes, “It’s easier to manage frustration when I remind myself that not everyone thinks the way I do.” Maturity, for Creatives, means channeling passion into disciplined communication rather than destruction.

Creative Thinker: Sniper

Creative Thinkers, armed with high analytical precision, often shoot down ideas with laser-sharp logic—before teammates even realize they’re in the crosshairs. Their critiques are usually accurate but emotionally tone-deaf. By learning tact, they transform from cold sharpshooters into valued truth-tellers whose insights refine strategy instead of alienating allies.

Guardian: Interrogator

Guardians use relentless questioning as their primary weapon. Done immaturely, it feels like an inquisition; when mature, it becomes quality control. Their questioning ensures due diligence and protects resources—but they must moderate tone and tact to keep others engaged. Mature Guardians, like CEO Brandon Hutchins, learn to turn interrogation into conversation by coupling accountability with encouragement.

Connector: Cyber Warfare

Connectors’ weapon is influence—their network and narrative power. Immature Connectors, when slighted, may stir passive-aggressive “cyber warfare,” spreading discontent. Mature Connectors, however, use their reach to unify messages and rally people around purpose. In today’s organizational “information wars,” Connectors are essential communicators when they lead with integrity.

To prevent the misuse of these verbal weapons, the authors prescribe clear Rules of Engagement—guidelines for how and when each voice should speak in group settings. This structure ensures that the quieter voices are heard before the louder ones dominate.

The Order of Voices

Meetings should begin with Nurturers, followed by Creatives, Guardians, Connectors, and finally Pioneers. By letting the relational and reflective voices go first, the team taps into empathy and innovation before task-driven momentum takes over. Initially, this process feels awkward—especially for Pioneers accustomed to leading—but leaders quickly see a rise in engagement and idea quality.

Voice-Specific Rules

• Nurturers: Must be invited to share early and reminded their perspective matters; others should promise not to critique immediately.
• Creatives: Are encouraged to dream freely without needing perfection; the team commits to ask clarifying questions before judging.
• Guardians: Should ask the hard questions respectfully—others must honor their role as protectors rather than critics.
• Connectors: Can sell passionately, but they promise to accept critique as collaboration, not rejection.
• Pioneers: Must go last, listen humbly, and keep their metaphorical “safety latch” engaged.

This simple pattern democratizes meetings and radically improves morale. Teams that adopt it report fewer conflicts and more trust because everyone feels heard. As Matt Keen’s London team discovered, the process may start mechanical but ultimately becomes natural and freeing.

“There’s no such thing as accidental synergy,” Cockram emphasizes. “It happens when every voice knows when to speak and when to listen.”

By honoring these rules, leaders transform chaotic debate into constructive dialogue. Over time, these rhythms build a culture of civility where the loud respect the quiet, the future learns from the present, and everyone contributes from their strengths.

True leadership, write Kubicek and Cockram, begins with self-awareness. Using the lens of the 5 Voices, they teach the principle “Know Yourself to Lead Yourself.” Your tendencies—those recurring default patterns of behavior—shape every action and consequence in your relationships. Without awareness, you can’t change them.

Nature, Nurture, and Choice

Your leadership behavior is a blend of what you’re born with (nature), what’s been shaped by your environment (nurture), and the decisions you make daily (choice). Culture, mentors, successes, and failures all alter how your voice shows up. For example, Pioneer Jane Fardon was raised by a Guardian father who taught her never to quit. That nurturing voice clashed with her natural pioneering instinct to innovate and pivot. Once she understood both influences, she could make choices that honored her true wiring without guilt.

Breaking Patterns Through Awareness

Steve Cockram shares a vulnerable example: as a Pioneer, his tendency was to seek stimulating arguments at social events. When he realized this habit was undermining relationships, he consciously shifted from provocation to curiosity—using his skill instead to include quieter people in conversation. This illustrates the authors’ mantra: “Awareness precedes choice, choice precedes change.”

Personality Quotient (PQ)

Beyond IQ and EQ, your PQ measures how aware you are of how you affect others. Raising your PQ means routinely asking, “What’s it like to be on the other side of me?” When you can answer honestly—and own both your impact and intention—you begin leading yourself with maturity. This self-leadership becomes the foundation for leading others well. As Audrey Frey from Atlanta observed, “I’ve learned not to take things personally and to see that people aren’t wrong—just wired differently.”

Once individuals know their voices, the next step is creating what GiANT calls a 100X Team—a team that’s 100 percent healthy and multiplies that health (the X factor) throughout the organization. The 5 Voices become the language of culture change.

The 100X Challenge

Leaders assess their teams on six metrics—alignment, synergy, performance, communication, capacity, and relationships—then commit to improving every score. Honesty is the first step: a team must declare reality before it can build trust. One CEO confessed his company’s alignment was only 40%; with transparency and voice awareness, his team’s health surged in months.

Championing Each Voice

• Nurturers fight for people and values.
• Guardians safeguard money, time, and resources.
• Creatives champion integrity and the future.
• Connectors maintain collaboration and relational energy.
• Pioneers drive vision and winning strategies.

When all five champions are empowered, teams reach a state of creative tension—balancing caution and courage, process and progress. The authors stress that tension is not friction; it’s the very suspension bridge that keeps organizations stable as they move forward.

Multiplying Health

Healthy leaders multiply health. The GiANT team models this principle: when they realized they’d rolled out new initiatives too fast for Guardians and Nurturers to process, they “built the bridge” by adding detail and timelines. This humility reinforced trust and alignment. Intentional use of the 5 Voices vocabulary turns teams from reactive to proactive, from siloed to synergistic.

As LV Hanson, a Creative HR leader, put it, “When I stopped blaming my Guardian colleagues for slowing innovation and started honoring them for grounding it, we started winning together.” This is 100X multiplication in action.

Why do brilliant ideas fall flat while cautious suggestions thrive? Kubicek and Cockram answer using Everett Rogers’ Diffusion of Innovations curve: different voices naturally speak to different segments of society. Understanding this helps you communicate vision more effectively.

Who Reaches Whom

• Creatives reach Innovators and Early Adopters (≈16%).
• Pioneers reach about one-third of people (early majority).
• Connectors reach nearly half the population, bridging future and present.
• Guardians and Nurturers reach nearly 60%—the cautious majority who ensure stability.

The Case of Bob and Liz

When Pioneer Bob pitched an investment venture, his bold presentation fell flat—only three hands raised. Then his Nurturer wife, Liz, quietly shared that after months of questioning and research, she now believed the idea was safe. Half the room immediately joined. The difference wasn’t content—it was tone and trust. People believe those who speak their language.

The takeaway: if you’re a future-oriented voice (Pioneer, Creative, Connector), build an advisory group of Guardians and Nurturers to refine your message. Or better yet, let them deliver it. When cautious voices communicate change, adoption skyrockets because people trust their prudence.

Building the Bridge

The book’s signature metaphor—“Build the Bridge”—illustrates this perfectly. Pioneers see the destination across the river and leap forward. Nurturers and Guardians, however, need to see (and help construct) the bridge first to bring everyone safely across. In practice, this means creating detailed steps and milestones that address practical questions before charging ahead. Slowing down at the start ensures the whole organization speeds up later—a principle echoed by John Kotter’s change leadership research.

The endgame of 5 Voices isn’t personality awareness—it’s maturity. Kubicek and Cockram define mature leaders as secure, confident, and humble. They know their voice, discipline their tendencies, and fight for the highest possible good of others. This maturity unlocks multiplication: when you lead yourself well, you can liberate others to do the same.

The 70/30 Principle

Steve Cockram’s “70/30 Principle” states that when you spend 70% of your time using your natural strengths (first and second voices) and 30% stretching into your weaker ones, you remain energized and productive. But reverse the ratio—and burnout begins. Leaders must design roles that align with their voice strengths while ensuring stretch for growth.

Cultural Bias and Maturity

Cultural context shapes which voices society applauds. In the U.S., Pioneers are glorified; in Germany, Guardians are trusted; in Switzerland, failure is stigmatized, making Pioneers rare. Understanding these biases helps leaders honor all voices rather than idolize one. Maturity means valuing the contribution of those least like you.

Becoming a Champion for Others

In the final chapters, the authors challenge readers to “put on their oxygen mask first”—to master their own voice before coaching others. When you use your voice to champion the gifts of your colleagues, you multiply leadership capacity exponentially. That’s the foundation of GiANT’s 100X Teams movement: leaders who are 100% healthy themselves and intentionally multiply that health. As one Nurturer discovered, silencing her inner imposter voice allowed her to finally enjoy her work and shift focus from self-doubt to serving others. This is what real liberation sounds like—a leader worth following because they’ve learned to listen.