When influencing expressive individuals, stick to the big picture and make it exciting.

Staying with the big picture: how to influence expressive individuals in talent development

If you’ve spent time in rooms full of expressive types—creatives, big-picture thinkers, people who light up when there’s a story to tell—you know the vibe. They’re energized by possibility, not by a stack of data sheets. When you’re communicating with them, the move that often works best is simple: keep your message rooted in the big picture and make it feel exciting. That’s the core idea behind how to influence expressive individuals in real-world talent development work.

Let me explain why this approach feels natural to these folks. Expressive individuals tend to tune in when they hear a bold vision, a compelling narrative, or a shared purpose. They react to emotion, engagement, and the promise of collaboration. Detailed evidence and minute specifications can feel like static to them, while a vivid horizon and an invitation to contribute spark their imagination. In a field like talent development, where outcomes hinge on motivation, energy, and shared commitment, leaning into story and vision isn’t just nice to have—it’s often what gets people moving.

Here’s the thing: when you lead with the big picture, you’re doing more than selling an idea. You’re offering a frame in which everyone can see themselves playing a meaningful role. You’re giving them a place in a larger journey, not just a task to complete. And that matters. It creates momentum, invites participation, and builds a sense of shared ownership. It’s a natural fit for expressive personalities who want to feel connected, inspired, and involved.

How to apply this in everyday conversations

If you’re talking with an expressive colleague, stakeholder, or learner, try these practical moves. They’re not a rigid script; they’re conversation-samplers you can adapt on the fly.

• Lead with a vivid future scenario. Start by painting a scene: what success looks like, what people will be doing, and how it will feel when the goal is reached. Use sensory details you know matter to the audience—signals of progress, impact on people, or a moment of triumph.

• Emphasize meaning and impact. Tie the idea to a purpose that others can rally around. “We’ll empower managers to coach with confidence” is more engaging than “we’ll implement a program.” Show the human side of the work—how it helps teams collaborate, grow, and celebrate wins.

• Use story and analogy. A short anecdote or a relatable metaphor often lands more quickly than a chart. If you’re describing a learning journey, you might liken it to a road trip: the destination is clear, but the fun comes from the people you meet along the way and the adventures you share.

• Keep it dynamic, not dull. Vary tone, pace, and emphasis. A question here, a striking example there, a moment of pause to let ideas land. The rhythm matters as much as the content.

• Invite participation early. Ask open-ended questions that invite ideas and co-creation. “What would this look like in your team?” “Where do you see the biggest win?” This isn’t about collecting opinions to weigh decisions; it’s about weaving people into the narrative.

• Don’t overload with details at first. Save the specifics for later conversations where they serve a purpose. Lead with direction, then layer in information as the idea gains traction.

A few quick examples you can adapt

• In a kickoff meeting for a new learning initiative, open with a crisp vision: “Imagine twelve weeks from now, a team that moves fast because they trust the learning to guide their decisions.” Then share a few high-level outcomes and invite input on what would accelerate that progress.

• In a one-on-one with a creative stakeholder, frame the discussion around impact: “If we can give your team this learning arc, they’ll start turning new ideas into actions by week three.” Pause, ask for their story, and connect it back to the vision.

• In a workshop with cross-functional partners, mix in a compelling data point but immediately follow with a forward-looking question: “This shows we’re on the right track. How could we leverage this to unlock three new kinds of collaboration next quarter?”

Why this approach aligns with a CPTD mindset

Certified Talent Development professionals operate at the intersection of strategy, learning design, and people outcomes. When you think about influencing expressive individuals, you’re already aligning with several core CPTD competencies:

• Strategic thinking: You’re framing the initiative around a meaningful future state and tying it to organizational goals.

• Learning experience design: You design journeys that feel coherent, purposeful, and emotionally engaging, not just cognitively rigorous.

• Communication and collaboration: You present ideas in an authentic, energetic way and invite co-creation, which helps diverse teams buy in.

• Change leadership: You guide conversations in a way that reduces resistance by showing the bigger why and the shared worth.

In practice, this means your CPTD work gains traction faster when you lead with vision and emotion, then help people navigate the path from idea to action. It’s not about abandoning data; it’s about placing data where it serves the story—where it clarifies impact or confirms a promising direction.

Common pitfalls—and how to steer away from them

Like any good approach, this one comes with potential missteps. Here are a few to watch for, with simple fixes.

• Too much focus on the idea, not the people. The fix: pair vision with a promise about how you’ll involve team members in shaping it. Invitation beats decree in expressive circles.

• Skimming over concerns. The fix: invite a quick, honest check-in about risks or reservations. Acknowledge them, then re-anchor to the shared dream and the path forward.

• Overloading with buzzwords. The fix: keep language concrete and human. If it sounds like a slogan, it probably isn’t landing.

• Neglecting follow-through. The fix: after the initial spark, outline a lightweight, high-level action plan and assign a next-step partner. Momentum tends to wane without visible progress.

• Ignoring non-expressive voices. The fix: balance the conversation by creating space for different styles to contribute. The goal isn’t to mute facts; it’s to connect them to a bigger story.

A practical, human-centered dialogue you can borrow

Picture a collaborative session where you’re shaping a new learning journey. You might say:

“Here’s the big vision: a learning path that turns our daily work into better outcomes for our customers. What would it take for your team to start applying these ideas this quarter?” Pause. “What parts of this feel most exciting to you, and where would you want a bit more clarity?” This kind of back-and-forth keeps the energy up while ensuring you’re moving toward a shared, meaningful outcome.

Of course, you’ll still need data, metrics, and concrete steps at the right moments. The trick is to place them where they empower the story, not drown it. If someone asks for a detail, answer succinctly and then return to the larger purpose. The expressive mind appreciates clarity that connects to a future they can believe in.

A quick checklist to carry into meetings

• Start with a vivid, action-oriented future state.

• Tie the vision to real people, outcomes, and benefits.

• Invite ideas early and honor contributions.

• Use a story or analogy to illustrate the journey.

• Reserve technical specifics for later, when the vision has momentum.

• Close with a high-level next step and a clear invitation to participate.

The broader picture: why this matters beyond a single conversation

Communicating in this way isn’t just a tactic for influencing a particular personality type. It’s a way to establish a culture in which learning and development feel collaborative, purposeful, and alive. When teams see a clear future and sense they’re part of bringing it to life, they’re more likely to experiment, share, and grow together. That’s the heartbeat of enduring talent development—where vision, energy, and human connection drive real, lasting results.

A parting thought

If you’re working in talent development, you’ll run into expressive individuals again and again—creative minds who spark conversation, generate momentum, and push toward exciting possibilities. The approach that tends to work best with them is straightforward: stay anchored in the big picture and make the journey feel energizing. It’s not about avoiding data or shying away from the details forever. It’s about presenting the story first, then weaving in specifics where they serve the vision and help people participate meaningfully.

As you carry this into your CPTD journey, you’ll likely notice something pleasant: conversations become more human, collaboration feels easier, and momentum builds faster. And that, in turn, makes the work of developing talent something vibrant—something people want to be part of, not something they endure. After all, growth stories are powered by shared enthusiasm as much as by any framework. So lead with the horizon, invite voices to contribute, and watch the energy shift from potential to momentum.