For: Sample Report

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International
 uence Style Indicator® (ISI) Workbook
Introduction to In uence In uence Preferences
A key behavior of e ective leaders is the We are all aware of the distinctive in uence
capacity to in uence those around them. styles that people demonstrate. Some of
To in uence e ectively you must be adept these styles we instinctively understand and
at getting your opinions and ideas heard, appreciate and others we may nd
recognized and considered by others. confusing, unclear and frustrating. Our
In uence inherently means that you are research has de nitely identi ed ve styles
able to impact the ideas, opinions and of in uence. These ve distinctive styles
actions of others. In uence strategies can are Rationalizing, Asserting, Negotiating,
range from reliance on position and power, Inspiring and Bridging. You can improve
to education, encouragement and your leadership e ectiveness if you know
collaboration. When you in uence when to modify you style, understand that
e ectively you increase trust, support and situations your style works best in, and
ownership for your priorities. When you when it may prove ine ective.
in uence ine ectively you increase
mistrust, intimidation and resentment. From
the perspective of the In uence Style Background Research
Indicator we are de ning in uence as the
interpersonal behaviors that we use to have In 2009 and 2010 Discovery Learning
a positive impact on another party’s International and Innovative Pathways
choices. conducted research to identify and
measure in uence preferences. This
Why In uence Matters research clearly identi ed
ve in uence styles and resulted in an
Today’s workplace is characterized by assessment tool, In uence Style Indicator,
unprecedented levels of change and which e ectively and e ciently measures
complexity. Workplace realities such as and individual’s preferred in uence style or
identifying shared goals, leading complex styles. The complete In uence Style
and often dispersed teams, boundary Indicator Research and Development
spanning, coordinating matrixed projects Report is available from Discovery Learning
and integrating diverse people and interests International
require the capacity to in uence others.
Good leadership has a positive and unifying
impact. Whether you are leading, following,
and/or collaborating, chances are you need
to in uence others to be successful. The
ability to in uence e ectively is emerging as
a key skill for a new generation of leaders.

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ISI Model

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 Influence Profile For: Sample Report

Category Strength of Preference

Rationalizing 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Asserting 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Negotiating 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Inspiring 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Bridging 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Underutilized Slight Moderate Dominant

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Style Preference
Your dominant influence style is Bridging (p.8). Your secondary style is Rationalizing (p.4).

Underutilized Style
Your underutilized influence style is Inspiring (p.12).

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Preference Rationalizing

With a Rationalizing preference you will almost always push your perspectives, ideas and beliefs
using logical and rational reasoning to convince others of your point of view. You use relevant facts
and data to persuade others and you use expert views and historical data to support your argument.

Value of the Rationalizing Style When Rationalizing is used

Brings the facts of a situation into clearer effectively
focus You calmly and fairly present data and
Uses analysis to propose a logical solution logic that enhances the understanding and
Moves discussion to a more logical, less awareness of other stakeholders.
emotional plane You base your position on accurate and
Takes initiative to suggest solutions to relevant facts.
problems You give other stakeholders time to ask
clarifying questions.
Rationalizing is best used when… You avoid direct competition with those
You are perceived as having unique status you want to influence.
or competence – recognized expertise.
You have information or insights not When Rationalizing is used
readily available to others. ineffectively
The issue being considered is open to Frequent repeating of logical proposals
logical discussion – probably a “right” way. can feel like pressure and generate a
People involved are not emotionally negative emotional response.
committed to a predetermined outcome or You do not account for value-based
to having certain values upheld. solutions.
Others do not see you as directly When overused it can be seen as
competing with them (i.e. jobs, rewards, competitive or self-serving and people may
career paths). oppose your proposals regardless of the
merits of the facts and your expertise.
You may generate a competitive response
from others.
Stakeholders may feel that their values
and feelings are ignored or are not
important.
People may assume you value your data
more than their feelings.
People feel they are being pressured and
their perspectives are not being heard.

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Preference Asserting

With an Asserting preference you will almost always push your perspectives, ideas and beliefs by
insisting that you are heard and by being willing to challenge the ideas of others. You will put forth
your ideas even when you know they might be unpopular and you will challenge ideas or suggestions
with which you disagree. You appreciate debate and do not mind having your position challenged in
a respectful way. You know how to use power, rewards and consequences to get resolution.

Value of the Asserting Style When Asserting is used effectively

Specifies needs and requirements You clearly communicate your
Clearly communicates your position on an expectations and requirements.
issue You clearly state your position and are
Benefits and consequences are clear able to identify where there is no room for
Moves a resolution forward with speed compromise.
based on positional authority You can reward people for their agreement
and/or compliance.
Asserting is best used when…
There are limited acceptable outcomes When Asserting is used ineffectively
and time is critical. Unreasonable demands can sometimes
You have a high need to get important lead to deadlock.
issues resolved and are prepared to take This style can be seen as evaluative –
interpersonal risk. others may feel you are judging them.
You are willing to settle for compliance Others feel pressured, cause annoyance
from others versus commitment. and if over used can create the desire for
You have the ability to reward people with people to get even.
incentives. This style can be experienced as
You are in a position of higher power or aggressive and may unintentionally push
are the decision maker. people away.
You get compliance from other
stakeholders when you need commitment.
It can be seen as self-serving and
competitive with little interest in the needs
of other stakeholders.
It may be seen as heavy handed and
dominating.

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Preference Negotiating

With a Negotiating preference you will almost always be willing to compromise and negotiate to reach
an outcome. You will bargain to reach agreement when something is important to you and you are
willing to make compromises to reach your ultimate goal. You will make tradeoffs to reach agreement
and you are willing to help someone else in exchange for their future support. You readily recognize
areas of mutual agreement and support.

Value of the Negotiating Style When Negotiating is used effectively

Identifies mutual points of agreement You encourage people to talk and discuss
Points out the advantages to others of possible solutions.
moving to a solution You can suggest a process to reach a
Offers help or resources to others in order settlement.
to reach a solution or take action You suggest tradeoffs that can be made.
Finds steps and ways to get momentum in You maintain a neutral position.
a complex situation You show appreciation for the other party’s
issues.
Negotiating is best used when…
Issues are of moderate importance and When Negotiating is used
there is opportunity to give and take. ineffectively
Power is equal and there is mutual You may lose sight of the bigger picture
commitment to find a solution. and long-term goals.
There is a need for a temporary solution or It may appear that what is moderately
action to a complex situation. important to you is more significant than
A back-up approach is needed when there what is of great importance to others.
is time pressure. The process of compromising may confuse
There are important issues that everyone others about your real position.
agrees are open for negotiation. You give up something that is critical to
The situation requires an agreement to your interest or the interest of those you
move forward and the stakeholders have represent.
diverse and unyielding positions. You may communicate that you are less
concerned about an issue than you really
are.
You appear willing to give in to the
demands or needs of other stakeholders to
avoid conflict.

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Preference Inspiring

With an Inspiring preference you will almost always pull people toward you and toward your point
of view. You advocate your position by encouraging others with a sense of shared purpose and
exciting possibilities. You are enthusiastic about your ideas and you help others see their exciting
possibilities. You can effectively communicate your vision for the best outcome and you appeal to
people’s hopes and dreams to gain their support. Stories and metaphors are used to support your
position.

Value of the Inspiring Style When Inspiring is used effectively

Appeals to common hopes and aspirations You help other stakeholders see how their
by articulating shared interests interest is aligned with yours.
Builds solidarity by fostering awareness of You appeal to the common aspirations
higher goals and objectives and hopes that all stakeholders hold in
Leads to increased appreciation of shared common.
interests between opposing parties and You use stories and personal events to
lays the groundwork for joint problem create interest in your ideas.
solving You enable stakeholders to see how
mutual collaboration is in everyone’s best
Inspiring is best used when… interest.
There are values and aspirations that You build a higher level of trust among the
appeal to all stakeholders. stakeholders so that personal interests are
A high level of ownership/commitment is shared.
required.
Collaboration is not against anyone’s self- When Inspiring is used ineffectively
interest. If trust does not exist, it can be seen as a
People’s hopes and values can be smoke screen or an attempt to mislead.
aroused. If there is an adversary relationship, one
There already exists a basic foundation of side’s exciting possibility may be the other
trust and there are no hidden agendas. side’s disaster.
When you are an outsider, this can lead to
distrust or suspicion.
If there is no common goal then trust may
be eroded and credibility can be lost.
If you approach this with hidden agendas
then it can engender distrust and
contempt.

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Preference Bridging

With a Bridging preference you will almost always pull people toward you and toward your point of
view. You influence outcomes by building coalitions and communities of interest based on common,
mutual interest. You listen to what others have to say and work to establish a climate of trust. By
acknowledging the needs and concerns of others you show appreciation for other people’s issues
and interest.

Value of the Bridging Style When Bridging is used effectively

Draws out the intentions, goals and You facilitate collaborative problem
positions of others solving.
Shows appreciation for others‘ problems, You show sincere interest in the positions
difficulties and needs and concerns of others.
Ensures clarity and mutual understanding You strive to ensure that others are heard
Builds trust through open communication and understood.
and acceptance of interest You seek out all relevant stakeholders.
You help stakeholders see how their
Bridging is best used when… larger, common interest can supersede
The situation is complex and the smaller interest.
perspective of all stakeholders is needed.
There is no apparent right answer and you When Bridging is used ineffectively
welcome insights from others. Lack of time: Time and discretion are
You respect and are open to the important considerations in building
involvement and collaboration of others. openness, confidence and trust.
You need the commitment of others to It can be perceived as manipulative and
move forward. dishonest if you are not really sincere
You have time to build a power coalition. about others’ involvement or their position.
You may cause feelings of impatience
when time is of the essence.
You use what you learn from others to
manipulate the situation.
You start by listening/communicating and
then run out of time and/or interest.
There may be frustration when there is a
lack of time for consensus.

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Influence Orientation

In addition to your influence style preference, you may also have an influence orientation.

Advocating Uniting
If your combined Rationalizing and Asserting If your combined Inspiring and Bridging score
score is 25 or higher, then you likely influence is 25 or higher, then you likely influence
through Advocating. through Uniting.

Your overall orientation is to push your Your overall influence orientation is to pull
perspectives, ideas and beliefs. The people together and toward your perspectives,
techniques you use typically include: logical ideas and beliefs. The techniques you
reasoning, rational persuasion, use of relevant use typically include: rallying support,
facts and data, insistence that your ideas are communicating possibilities, clarifying shared
considered and a willingness to challenge the interest, building coalitions and understanding
ideas and opinions of others. You can be a the positions and interest of others. You can
strong advocate for your position and others be a catalyst for building support for your
understand exactly where you stand. You may position through excitement, common interest
be seen by others as a leader who is bold and and shared purpose. You may be seen by
forceful. others as a leader who is an enabling facilitator
and motivator.
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Tips for Influencing

Rationalizers Inspirers
Provide evidence-based facts and figures Tell stories or use metaphors to
in a clear and concise manner. demonstrate your position or why
Ask questions to understand what relevant something is important to you.
data, facts/figures are important to the Connect on an emotional level.
subject at hand. Point to the positive outcome that can be
Demonstrate understanding of statistical achieved that you and others care about.
and financial information. Understand what is important to others in
Identify critical themes in large quantities the situation and demonstrate that you see
of information and explain what the themes it as important too.
point to.
Bridgers
Asserters Find ways to involve people in the
Be direct and decisive in your approach. development of the solution.
Demonstrate your competence and Listen carefully, ask lots of open-ended
expertise by articulating your knowledge of questions and summarize what you have
the issue at hand. heard.
Be solution oriented when raising an issue Show you understand the needs and
(steps, timelines, costs, etc). concerns of others.
Be transparent and open about where you Recognize others’ contributions in getting
stand on an issue. to a solution and give credit where credit is
Demonstrate that you understand due.
their position by summarizing your Attempt to understand others before you
understanding of their position. attempt to be understood.

Negotiators
Look for win/win solutions and ways to
help the other party in some way.
Be willing to give something up in order
to move forward to a mutually agreeable
solution.
Point out where there are areas of
agreement.
Be willing to follow through on tradeoffs or
concessions made.
Avoid win/lose language and attitudes.

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Developing Underutilized Styles
Developing Your Rationalizing Style Once you’ve stated your position, check in
with others to ask if they understand. Ask
Learn your subject area. Ensure you have them to repeat what you’ve just stated.
data to support your requests and/or Be willing to act on your views, even
statements. A thorough familiarity with the though your views may be unpopular. Try
details of the situation you are influencing to lead with your ideas rather than merely
will enable you to present objective responding to others’ ideas. Take more
support for your position and to propose opportunities to be the first to put your
alternatives when faced with an impasse. ideas on the table rather than listening
Practice problem solving by collecting for a long time and eventually adding
relevant data, generating multiple options, something to an already developed
doing a benefits/issue analysis on each consensus.
option before recommending a solution. Interview others who are faced with
Depersonalize your disagreements with pressure to make decisions constantly.
others. Practice focusing on related issues, Ask them what methods they use to make
facts, and data, rather than personal a decision, the criteria that they use to
differences or your feelings toward the evaluate the quality of a decision and the
people involved. lessons they have learned.
When you are faced with new, complex Force yourself to make decisions within a
or expansive problems, think through the specified time period even when all data
chain of causes leading to the problem. may not be available. Think about what
Always find at least one fact to support information may not be necessary or may
your position. be impractical because of resulting delay.
Identify someone you think uses a logical Think about the consequences of not
and rational problem-solving style and ask making the decision today.
them about the kind of details they would
want to know in your specific situation. Go Developing Your Negotiating Style
and find this information.
Understand the feelings and position of the
Developing Your Asserting Style other side. Gather as much information as
possible on the other negotiating party (i.e.
Practice challenging the status quo. Back competing products and solutions). Use
up your opinions by researching the issues
thoroughly, talking to the parties involved establish your position and frame a
and understanding the purpose behind the complete solution for everyone at the
decisions. After assuring yourself that your table.
perspective is valid, present your findings Know whom you have to convince. Find
to the appropriate individuals in a well- out who the key influencers and decision
thought-out manner. makers are in a given situation and
Learn to ask clarifying questions. Use develop a plan to obtain their support and
What, Why and How to frame your commitment. If you don’t know them or are
questions. Good questions can challenge not familiar with what interests them, talk
your adversary’s position without with people who do know them and can tell
appearing aggressive. you what their “hot buttons” are.

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Developing Underutilized Styles

Interview others who are excellent Developing Your Bridging Style

negotiators. Ask them to describe the
negotiation techniques they use. Discuss Build relationships. Take the time to get
ways of handling a situation that you’re to know the individuals on the project.
facing. Think about their statements and Consider a team-building session.
incorporate the lessons into your own Recognize the need to be patient and work
negotiation activities. through differences.
Make sure you know your BATNA (best Promote positive working relationships
alternative to a negotiated agreement). and the development of mutual trust by
Make a list of the pros of your position and encouraging candid discussions and
make sure you can articulate each one. acknowledging other people’s feelings. Set
Make a list of the outcomes you can live the standard of treating each other with
with and the ones you cannot before respect despite stress, tight deadlines and
entering into a negotiation. Prioritize the tough deliverables.
outcomes. Make sure you understand the
perspectives of the people you are trying to
Developing Your Inspiring Style influence. Consider each of the individuals
involved and what their likely responses
Practice telling stories and using will be in reaction to your proposals.
metaphors to describe to people Where you are lacking information about
something that is important or complex. their reactions, try to find out more about
Think of stories that are personalized that their position and perspective via informal
support your point of view. Make sure you conversations with them.
can tell the story quickly. Reframe a problem or issue to avoid
Develop your visioning skills. Use tools looking at a situation from a single
and techniques to create a compelling perspective. Try reframing the problem
vision and facilitate others in the from the other stakeholders’ perspectives,
development of one. from the perspective of the outcome you
Develop your EQ (Emotional Quotient) desire or from the perspective of a key
by understanding your feelings and the constituent or customer.
feelings of others in different situations. Complete a Stakeholder Analysis. List
Find out what motivates others and build all the key stakeholders that you need
this into your story. Listen carefully to the to have on board for the project or
language used by others and the stories vision. Determine what is required to get
they tell. stakeholders involved and committed to
the work. Create a stakeholder action
plan.
Develop your listening and open-ended
questioning skills.
Develop your facilitation skills to help with
collaboration in groups of people.

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NOTES: