Influence

In the DISC system of personality classification the 'I' stands for Influence.

People with high "I" scores influence others through talking and activity and tend to be emotional. They are described as convincing, magnetic, political, enthusiastic, persuasive, warm, demonstrative, trusting, and optimistic. Those with low "I" scores influence more by data and facts, and not with feelings. They are described as reflective, factual, calculating, skeptical, logical, suspicious, matter of fact, pessimistic, and critical.

How to recognize an High "I"

• Environment
  • Colorful; creative; impressive; pictures of self with others
• Appearance
  • Bold; stylish; trendy; flashy; unusual; attention-grabbing
• Walk
  • Stops to say “hello” or talk; lots of eye contact/smiles
• Communication Medium
  • Face-to-face; informal team gatherings; spontaneous“hallway” conversations; ‘Do you have a minute?" drop by visits that may last indefinitely; long voice mails
• Talks About
  • Memberships; social accomplishments; themselves
• Quotes
  • “Let's, we, I, me..." “How's everybody doing?" “When can we get together?" "That’s great!" “This is an opportunity!"
• Questions "I" people would ask
  • Questions for relationships: "What would sales think about this?"

Communication with a high "I"

• Avoid too much detail focus
• Don't let talk so much that you lose your agenda or point
• Never let them don
• Don't betray or abuse their trust
• Meet face-to-face when possible; open conversations with small talk on personal or shared interests.
• Ease into broad, conceptual overviews; be democratic, upbeat, stimulating, fast moving, and conversational.
• Emphasize what’s “great” and will work, mutual benefits, future opportunities, flexibility, and public recognition.
• Share personal stories, feelings, and thoughts to make points and to gain trust; allow them time to do the same.
• Provide “credible” testimonials; focus on agreements.
• Ask for feelings, opinions, and visions; facilitate an open exchange of ideas/opinions and team consensus building.
• Ask them if and when to supply details; minimize intricate, detail-laden descriptions; verbalize written communications.
• Suggest implementation plans; offer incentives for action.
• Provide periodic checks, allowing time to “experiment."
• Leave time for socializing before departing.

Influencing a High "I"

• Encourage a frank and open discussion
  • Develop rapport
• Be approachable and friendly, ask for feelings
• Provide recognition to the team
• Give praise
• Solicit their ideas - ask questions
• Be flexible in outlook and approach
• Be prepared to use humor
• Be positive and enthusiastic
• Be prepared to explore other ideas that come from them - be creative
• Use words
  • Relationships
  • Understanding
  • Recognition
  • Team approach
  • Involvement
  • Support

Effective behaviors of a High "I"

• Approachable; friendly; gregarious; makes favorable impressions; outgoing; personable; pleasant; sociable
• Articulate; charming; eloquent, poised; polished; talkative
• Confident; self-promoting
• Contacting people; networking; highly visible; popular
• Convincing; influential; persuasive; selling ideas
• Dramatic; entertaining; enthusiastic; expressive; fun; lively
• Eager; fast-talking; swift
• Emotional; focused on feelings, needs, and 'underdogs'
• Enjoys changing readily with group consensus
• Free-wheeling; informal
• Generates enthusiasm; motivational; inspirational
• Generous; giving in mutually benefiting situations
• Optimistic; positive
• Participatory; successful with/through others; team builder
• Trusting

Ineffective behaviors of a High "I"

• Follows written directions casually; starts detailed/technical
• projects, loses interest, then needs reminders to finish
• impulsive, inconsistent, subjective, unprepared, unclear, unsystematic, or illogical decision making
• May *take off' when feeling restricted or over-obligated
• Misses facts, details, deadlines, follow-through, or priorities
• Not taken seriously due to too much joking/fun; seen as superficial, shallow, or glitzy; downgrades serious situations
• Overselling/talking; unrealistic; giving of false hopes
• Self-promoting to a fault; name/place drops; self-centered
• Too agreeable; makes promises just to be liked/popular
• Too sensitive to criticism; discredits others’ ability to judge
• Too trusting of others’ opinions; indirect in dealing with poor performance; unrealistic and subjective appraisals

Motivators of an High "I"

• Ability to gain group consensus; testimonials of support
• Ability to persuade/influence others verbally
• Coaching and counseling opportunities
• Democratic relationships; participatory management; brainstorming with others
• Freedom from control, detail, restrictions, and routine; flexibility to delegate exacting or routine work
• Freedom of expression to verbalize feelings and thoughts
• Fun with friends and new acquaintances
• High morale; favorable working conditions; ideas that benefit everyone; sensitivity to people issues
• Prestige; positive reputation
• Public/social recognition and approval; publicity; popularity; be seen with “winners”; validation of their people skills
• Socializing; networking; group activities outside of the job
• Variety `

De-motivators of an High "I"

• Closely-monitored accountability
• Exacting or routine work; highly structured tasks; heavy details; limited opportunities
• Losing friends or consensus; sharing difficult or unpopular news making others angry or upset
• Negative people continually playing "devil’s advocate” and focusing on “worst case" scenarios; nitpicking perfectionists; unenthusiastic, quiet, or boring people
• Non-participatory management and events
• Physical isolation (alone on the road, in a back cubicle)
• Public embarrassment; feeling disrespected
• Social rejection; feeling left out or ignored; non-communication; no attention or feedback