• Persuasive
  • Self-confident
  • Strong initiative
  • Motivating

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.

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Characteristics of a Persuader

Natural Strengths

  • Persuasive
  • Self-confident
  • Strong initiative
  • Motivating

Common Drivers

  • Freedom from rigid structure
  • Opportunities to collaborate
  • Variety and change
  • Autonomy

Blind Spots

  • 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.

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Managing a 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 freedom to do things 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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Explore talent optimization.

Companies that struggle to build high-performing teams are often missing critical people data. With The Predictive Index 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.

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