Persuaders are leaders and motivators within their organizations. Socially poised and extraverted, they love to make their mark, and won’t shy away from risk. Persuaders will rally the team around projects—confidently making decisions and delegating tasks before they move on to their next project.
Highlights: Persuasive Self-confident Strong initiative Motivating
Maximize your business potential by tapping into people’s natural strengths.
The Persuader Reference Profile—like all Reference Profiles—has many unique strengths and characteristics. Understanding the differences in your people can help you build a company that achieves the results you’re after. The same way you’d build a world-class sports team, knowing how your people think and work helps you optimize for success.
Characteristics of the Persuader
Persuaders are natural team builders; they want to motivate and inspire others. They’re confident decision-makers who are comfortable delegating both authority and details. For a more detailed and accurate reading of your behavioral pattern and how it pertains to your unique business situation, schedule a consultation.
Freedom from rigid structure
Opportunities to collaborate
Variety and change
Limited attention to detail
May appear talkative
Can appear too casual
May appear superficial
The Persuader on a team
Persuaders are team players. They’re known to be understanding, people-oriented, and persistent. They thrive in and help contribute to a culture of teamwork. Teams are often designed by default rather than intention. A strategic, data-driven approach to building teams is what helps organizations win.
Business strategy and the Persuader
Before you know whether someone is the right person for the job, you need total clarity and alignment on the results you’re after. What’s the goal or desired outcome? When we ask questions like this, we get a better understanding of the need to align people strategically for specific results.
When you put people in the right roles, you avoid turnover, toxicity, disengagement, and lost productivity. In the case of the Persuader, while they can do a variety of things well, they naturally gravitate toward strategic activities that seek to drive innovation and bring people together.
Managing the Persuader
Often managers try to manage everyone the same way—and that’s usually the way they like to be managed. But this approach can backfire. People like to be managed differently—and it may not always be in a way that comes naturally to you. Even beyond the individual needs, teams require different leadership styles. You wouldn’t manage a sales team the same way you’d manage a team of developers.
When working with Persuaders, remember that they’re quick to connect, enthusiastic, venturesome, and socially-focused. They’re typically less effective with siloed work that requires exactness and accuracy with details. Persuaders also like to work through people to solve problems and make an impact. When managing this profile, consider some of the following suggestions:
Give them the freedom to do things in a different way.
Provide opportunities to work with others.
Offer flexibility and variety in their day-to-day work.
Let them communicate and involve others.
Allow them to delegate details.
Provide opportunities to participate in cross-functional projects.
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Companies that struggle to build high-performing teams are often missing critical people data. With our tools, expertise, experiance, and talent optimization, you can stop guessing at how to get the most from your people— and better align your people to deliver on the results you’re after.