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Promoter

The Promoter is hard not to like. Extraverted, harmonious, supportive, and encouraging—they're a valued member of any team. Promoters are charismatic, flexible, persuasive, and highly diplomatic. They love being with, talking to, and getting to know others.

Highlights:

Collaborative

Outgoing

Patient

Flexible

Maximize your business potential by tapping into people’s natural strengths.

The Promoter 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

Promoter

Promoters are naturally social; they want to work with and through others. They seek to persuade and motivate people, and they delegate both details and authority with little follow-up. For a more detailed and accurate reading of your behavioral pattern and how it pertains to your unique business situation, schedule a consultation.

Natural strengths

Collaborative
Outgoing
Patient
Flexible

Common drivers

Harmony
Social acceptance
Supportive work team
Freedom from rigid structure and expectations

Blind spots

Limited attention to detail
Can be overly talkative
Negative response to pressure
May appear superficial

The

Promoter

on a team

Promoters are natural team players. They’re known to be sympathetic, casual, and uninhibited. 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

Promoter

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 Promoter, while they can do a variety of things well, they naturally gravitate toward strategic activities that seek to cultivate company culture and teamwork.

Managing the

Promoter

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 Promoters, remember that they’re empathetic, friendly, persuasive, and socially-focused. They’re typically most effective with unstructured work where they can delegate the details. Promoters have a strong need for social and group activities. When managing this profile, consider some of the following suggestions:
Let them sell.
Provide opportunities to work with others.
Allow freedom of expression; rigid rules and formality are typically off-putting.
Let them communicate and involve others.
Provide regular reassurance and positive feedback.
Build social environments where they can interact with others.

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.