Running head: PROMOTER BEHAVIORAL ACTION PLAN

Promote Behavioral Action Plan

Rina Crook
MBA 600
Chaminade University of Honolulu

Promoter Behavioral Action Plan

Abstract
Knowing our behavioral style can enhance our communication skills to be better with people in
the world around us. Clear communication is a key to success in leadership. The four personal
and behavioral styles include: driver, promoter, analyzer and supporter. All four styles have

different approaches in how they influence and get along with others around them. The promoter
behavioral styles greatest strength is the ability to influence, get immediate results and to
convince others. With all of these positive attributes, a promoter leader will be an excellent team
sales member or marketing department employee, but will be a less effective candidate for most
finance and IT positions. Since a promoter behavioral style is dealing directly with people rather
than situations, this styles weakness is that it tends to be not as conscientious with circumstances
and not pay attention to details.

Promoter Behavioral Action Plan

Promote Behavioral Action Plan

Leaders capacity to understand and communicate with his follower is a key to
organizational effectiveness. It can be concluded that leaders desire to be as effective as they can
be. Logically, leaders and managers need to take time to learn how to communicate and interact
with followers to bring out the best in those around them and create mutual beneficial situations.
Theories of leadership and action plan are the drive of an effective communication and
interaction between a leader and his follower.
Over time, there has been many theories of leadership appears and have been proposed
including: Path goal theory, Leader Member Exchange theory and Great Man Theory. All of
these theories have its advantage and disadvantage. Here are the key elements of each theory.
Path- Goal theory is developed by Psychologist, Robert House in 1971, and then
redefined and updated it in a 1996 article in The Leadership Quarterly(James, Manketelow, 2015,
Para 6). It helps in identifying what followers want and the current situation. Path- Goal stated
that it is the leaders job to assist followers in attaining their goals and to provide them the
necessary direction and/or support to ensure that their goals are compatible with the overall
objectives of the group or organization. (Roger, Nagel, 2006 Para 10)
The four behavioral styles are: driver, promoter, supporter and analyzer. (DISC
Behavioral Style, 2011, para. 2) By using the DISC assessment tools, I learned that my
behavioral leadership style is promoter. I have realized that my style is very connected to my ego
and enthusiasm. I enjoy it when people ask me about how things are done or how I have
achieved certain results thus stroking my ego. Promoters are known as results driven individuals.
The promoter leader is a visionary, who sees the big picture. (Job Profile Candidate
Assessment, 2013, para. 5) The promoter is seen as a leader and a visionary capable of seeing

Promoter Behavioral Action Plan

new possibilities that others usually do not see. This style is characterized with a heavy emphasis
on ideas, innovation, concepts, and long-range thinking. The promoter leader will take one of the
employees from the production line and put that person into the sales department if that person
has a powerful potential to persuade others. She is not inclined to take things for granted as a
leader. This is a person with a strong ego who can come across as superior and can be
condescending in her communications. She is quick thinking and a quick wit. (Dealing
With Difficult People, 2008, para. 10).
As a promoter, I have learned from the DISC Assessment that my greatest strength is
influence. I usually shape the environment by influencing or persuading others. I generate
enthusiasm; entertain people and participate well in a group. Considering these attributes, I
would select sales manager or marketing manager and instructor as the most suitable positions
for me.
You don't need a formal education to become a sales leader. You can
advance to that position with a high school diploma and with sales.
You can develop skills through your commitment to the on-going
process of learning through self-study and sales training. You can learn
about human nature and the importance of caring for others. You can
improve your product knowledge to find features that appeal to the
customer. Most of all, you learn to motivate your sales team. (Priti,
2014, para. 6)
As a sales manager, I will be using the skills that I have learned from
school, the daily experiences on the job and the possible training that the
company will provide. I will motivate my team to perform to their greatest

Promoter Behavioral Action Plan

capabilities. For instance, I could offer training with the awareness of the
best possible selling price and profit margin for my sales team. Then, I will
make sure that I can add 1% to 2% more so I can give this as a bonus to the
high performing sales person. There could be a monthly meeting as a team
so we will announce the best sales person of the month. By using this
system, everybody on the team will see the results of their hard work and
become more productive. The idea of the system is to encourage them to
work harder in order to increase productivity. By linking these tactics and by
providing an energetic mood, the promoter leadership can excel and perform
the sales manager position successfully.
A promoter leader can help businesses succeed by accepting a position
in marketing. She can uses the stated strengths of the promoter leadership
such as idea generator, optimistic, creative, exciting, motivator and
inspirational (Assessment tools, 2009, para. 1). Being a generator, creative
and optimistic person she will be able to create a cool product that she believes in.
As an example, I was part of a project called Lemonade Alley during my undergraduate years
at Chaminade University. It is a lemonade competition for kids in order to promote
entrepreneurship. We had to fundraise to pay for the prize for the winners. We all had to
generate an idea to produce the revenue. During that time, I came up with an idea of selling
natural face mask made by coagulated sour milk and lemon juice along with a few minor
ingredients as a product. I had previously sold my product to several of my friends in school and
to my neighbors, as well. The product served as an effective natural face mask and most buyers
were pleased with the results. I was able to fulfill my financial commitment for the project by

Promoter Behavioral Action Plan

doing this. Thinking about this example, it is clear how the promoter leadership style can make
an effective marketing manager.
A teachers passion is to teach others and influence people with their knowledge. The
Core I teacher as a promoter has strong qualities such as magnetic, enthusiastic, friendly,
demonstrative and expressive (Dan B, 2011-2012, para. 2). Being magnetic and enthusiastic the
promoter can attract people easily to listen to them. With positive attributes such as being
demonstrative and expressive, I can transmit the necessary information easily and successfully to
the listeners/followers. The emotional factor for Core I is optimism. Core I tends to believe that
even the most difficult things can be accomplished if enough people rally together. (Dan B,
2011-2012, para. 2). Thus, the optimist personality can generate more patience which will help a
teacher to perform successfully in their position.
By understanding my behavioral style, conscientiousness is my biggest weakness. Within
the DISC assessment, conscientiousness is defined as emphasis is on working conscientiously
within existing circumstances to ensure quality and accuracy (John W., DISC Classic, 7).
Analyzing this lowest point, my weaknesses include: not weighing pros and cons well; not
checking for accuracy and not analyzing the performance critically. It is rather ironic that my
current job is that of an accountant. By understanding the pros and cons of my behavioral style, I
do not fit well into the finance or IT aspects of business, short of managerial positions. As a
finance control or an accountant the details and numbers are the two most important things that I
deal with daily in my job. There is always an unexpected financial reports request that needs to
be sent out to the head office, investors or creditors. It is true that there are times when I can get
careless with details when I am under too much pressure.

Promoter Behavioral Action Plan

In conclusion, the promoter leader is my defined behavioral leadership style. I am

shaping the environment by influencing or persuading others. I usually create an enthusiasm, by

entertaining people and enjoy group participation. My core strengths are being creative, being a
good idea generator, motivator, expressing myself well and being demonstrative. My weakness is
the lack of conscientiousness and failure to pay attention to details. Having this behavioral style
of leadership, I can be an effective sales or marketing manager. Also I can be a great teacher. In
considering my weaknesses, I may perform poorly in finance and IT positions since both type of
positions require extreme attention to details.

References
James, Manketelow. Path-Goal Theory (2015). Retrieved from
http://www.mindtools.com/pages/article/path-goal-theory.htm

Promoter Behavioral Action Plan

Roger, Nagel. Path-Goal Theory of Leadership. Retrieved from
http://www.cse.lehigh.edu/~rnn0/bio/emba/EMBA05.pdf

John Webster. DISC Classic,(2001), 7.

Willey, Brand. (2010). DISC OVERVIEW. Retrieved from
https://www.discprofile.com/what-is-disc/overview/
Chris, Witt. DISC Behavioral Style (2011). Retrieved from
http://www.wittcom.com/disc_behavioral_styles.htm
Job Profile Candidate Assessments (2013). Retrieved from
https://www.jobprofile.com.au/personality_styles_candidates.htm
Promoters-Dealing with Difficult People, (2008). Retrieved from
http://www.amanet.org/training/articles/Dealing-with-Difficult-People.aspx
Priti, R. (2014). The Quality of Super Sales Leaders. Retrieved from
http://work.chron.com/qualities-super-sales-leader-20992.html
Dan Bobinski. (2011-2012). Communication and Behavioral Style. Retrieved from