THE MONTHLY Sales Skills SERIES

Course Content

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2026

46:10 Video (174 MB) HD Video (491 MB) Audio (42 MB)

We have a topic about DiSC as it relates to us, especially as salespeople and sales managers. And so what we're gonna talk about with that today is we're gonna talk about it in the context of identifying ourselves. Like what am I? What comes with that distinction? And it's in that world. I would love to know who knows what your DISC style is.

If you've either taken the well, the there's a free one, and there's one that I offer that isn't free, but it it's more comprehensive, and it's in the focus of sales. So you will learn how you based on what your profile is, how do you tend to connect? How do you tend to ask discovery questions? How do you tend to make presentations?

Where your challenges and soft spots are in terms of your particular profile? But what we're gonna do today is we're going to talk about each of them. So let me explain some things about DISC. So DISC, d I s c, stands for dominance, influence, steadiness, and compliance. And what those four areas measure and what your score measures is D dominance represents how you deal with problems and challenges. And let's say that that's on kind of a spectrum all the way from dealing with them directly to being reflective and thinking about them.

Influence Right? Measures how you influence other people, their thoughts and actions of other people. Steadiness measures your engagement in your environment and how how predictable and regular that environment is, which the way you like that, which steadiness is on the high high end of that. And then compliance is how you respond to rules that are set by other people.

So most of us, I mean, when we think of of DiSC on like a in a quadrant, most of us have a combination of two. We might be dominant influence, influence steady, steady compliant, compliant dominant, or the reverse. Most of us might have a combination. Our two highest scores might be a combination of two that are side by side each other, adjacent to each other on this quadrant matrix. It's more unusual to find someone who's a combination whose top numbers are dominant, steady, or compliant influence since those are really opposite each other. They're not like each other.

So there's that. So all of the styles share some things together. They share some things that are similar to each other. And I'm gonna put a screen up here so that you can actually see it.

And all of the four quadrants share qualities with two other quadrants, meaning that dominance share qualities with influence. Dominance also share qualities with, with compliance. So if we look at it, dominance and influence all share their if you'll notice what is in the bold the bold word is results. And so dominance share with influence that they have a high result orientation.

Because of that high result orientation, they are their communication is to the point. It's about big picture information, not a lot of details. The way they do things, the way they walk, talk, make decisions is fast paced. They have what's called a motivation toward, which means they look to get things. They don't look to just they don't look to avoid things. They actually look to get things. And in communication with other people, they have an active engagement.

So those words, high result orientation, which influences all of the other words there, Those words are true of both, dominance and influence, and how they manifest is different. On the other side, we have compliance and steadiness, which rather than being result driven, they're process driven. Rather than being direct in communication, they're roundabout and indirect in how they communicate. Rather than giving you a big picture response to something, they're much more apt to give you details in a response.

Rather than being fast paced, they're slower paced. And what I mean by that is because of all of their details, they're apt to make decisions slowly, deliberate over them, involve other people, get a lot of information research. That's that adds to the slow paceness of their decision making process. Unlike dominance and influencers who have a motivation toward to get something, compliance and steadiness have what's called a motivation away from. They look to avoid things.

Right? And rather than an engagement that is active that they would walk up and introduce themselves, compliance and steadiness have what's called passive engagement, which means they are much more apt to wait for someone to introduce themselves to them and to start a conversation with them. So that's the top and the bottom, what they what they have together. Now let's look left and right. Dominance and compliance share qualities also, and you'll notice that there's also a couple of words that are bold.

Both dominance and compliance are task driven people, and they're looking to control an aspect of it. So I'll stop it right there. What aspect of a task do you think a dominant is going to try to control? It's right on the screen. Right here.

The results. Dominants look to control the results of the task. They don't care how you get there. They just care that you do. Right?

They don't wanna know how you got there. Just get it done. Dominance, but compliance on the other hand, compliance look to control the process of the task. They're less concerned with getting it done and more concerned that it's done right, that all the steps are followed.

Both tasks and control, but two different elements of it. Along with that, dominance and and compliance are also harder to read. And so if someone's really hard to read because they don't give you much, not a lot of expression, not a lot of conversation, not a lot of outward emotion being shown, that lends itself to being dominance or compliance because both of them are low responsive, which means they don't talk a lot, and self contained, which means they don't show you much. And that's these two here. Influence and steadiness, like these two, influence and steadiness also share forth share forth things.

Unlike task and control that's true for dominance and compliance, influence and steadiness rather than task, they're about relationship. They're more about people. And rather than control, they're about support. So an influence is going to produce results by the support of relationships, meaning they get things done through other people, and they support the success of other people. So they're good cheerleaders. They're good salespeople. They'll talk you into stuff just because that's how they that's how they roll.

Steadiness, however, is when it comes to support and relationship, for them, it's about the process. While an influence might have a best friend in every major city, steadiness has the same friends since grammar school because they're about maintaining relationships rather than having brand new shiny relationships like an influencer would want. So when it comes to communication, influence and steadiness are both high response. Meaning, they talk a lot, and they'll tell you things about themselves.

Maybe more than you wanna know, but they'll tell you things about themselves. So when we look at this at this at this at these quadrants, you want to just there are little plus signs in the corners. That's because we want to we want to add what's on the top and what's on the left. And what we're gonna get is someone that values efficiency and effectiveness. Get it done right and get it done right now.

Influence. When you add what's on the top and add what's on the side, you have someone who is looking to is looking for something unique, something fun and entertaining, something that's gonna motivate people to take action and do things, because that's how they're wired. Steadiness, when you combine the right and the bottom, what steadiness is looking for is understanding appreciation, fairness, and harmony. They want everyone to get along.

And they're the largest percentage of the population, by the way. And compliance, second largest percentage. Compliance, when you add the left and the bottom, you have someone who's an engineer, someone who is in tends to be in a role that has a lot of detail orientation. Architects tend to be compliance. Thank god. Engineers are compliant.

You know, people that their lives depend on the accuracy of their data because that's what they want. They want they want the world to be specific. They want people to be more accurate and more prepared. That would make their life really, really happy. So that's that's the matrix. That's how we're all divided up.

Alright? So what we're gonna look at, I'm going to I'm gonna leave this up here. But what I'm gonna give you is I'm gonna start to give you some natural strength to go along with each one, and I'm gonna leave them up here so you can kinda see why that would be. Okay.

So when I I'm gonna break it down into each of them, dominance, influence, steadiness, and compliance. But I'm gonna I'm gonna talk to you a little bit about what the strengths and areas for opportunity are with each. So as salespeople as salespeople, dominance are fearless. As a strength, they're fearless. They're they are willing to be uncomfortable to get a sale, and they're always gonna be focused on results.

Their downside is they have a hard time connecting with a variety of people. They, aren't great at being inquisitive about other people unless there's kind of something in it for them, and they can lack patience. So that's the downside. As salespeople, if you have high dominance in your DISC profile, those things might resonate.

Influence. Strength. High energy, high enthusiasm. They they have a great personality and ability to connect with a variety of people. Never met a stranger ever ever, and they're gonna they are absolutely willing to ask for the sale and probably ask for more than you expected. Challenges for them are organization, time undisciplined, not well prepared.

They like to wing it, and they have weak detail orientation. Right? Next, steadiness. Strength for steadiness, very approachable, willing to help others, patient with the decision making process of other people, and they don't get they don't they all they build loyal long standing relationships with people because they actually care about helping them get what they're looking for. Challenges for high steady is that they have concerns about being too pushy as salespeople. They actually will delay asking for the sale if they get any reticence or pushback from a customer, and they take objections personally.

So this is the wiring. You're not restricted to these, but if you if this is you, this is what you probably wanna watch for. Lastly, when it comes to strengths and weaknesses or areas for that are challenging, compliance. They have very strong product information, very strong process knowledge.

They follow the rules, and their orders are accurate. Accurate. Accurate. Accurate. However, they do have difficulty with in retail or in a showroom setting, they have difficulty with the variable variability of people and retail.

That makes them uncomfortable. They can be a little bit too black and white to follow the rules exactly as they as they're supposed to happen, and they have some difficulty connecting with a variety of people. Yes. Okay. So if you don't know what you are, one of the easiest ways is if either you ask someone to describe something or someone asks you, describe that to me.

I mean, this goes for those of you that I've worked with before. Like, this is all about, like, sketching the room. When you say describe the room to me, how someone describes something is always in their disc style. Always. It can't be any other way but in their disc style.

Can't be any other way because they don't know they're describing it in their disc style. They're just describing it as they understand it. So a dominant is gonna give you abbreviated short word bullets, maybe three of them. Influence is gonna give you a lot of hyperbole, like, either, oh, it's too hitting. It's I can't even talk about it.

Or, like, oh my god. It's unbelievable. You're gonna get a lot of that. A lot of energy and a lot of that. Steadiness is gonna tend to describe something around either the function or the people that participate in that, and compliance are going to give you really, really, really specific data.

They might say something like, well, the room's not exactly square. It's 14 feet six inches by 14 feet eight inches, so it's not really square. Because that's how they are. They're just so specific and accurate. So if you wanna know what someone is, just ask them to describe anything.

Describe the movie. Describe dinner. Describe anything. They can't not describe it in anything other than their disc style. It's like amazing. Okay.

Alright. So let's talk about you and how you affect other people. So left to our own devices, letting our wiring, our disc wiring run the show without managing it, There are things that are gonna are gonna happen with other people. So if you're high dominance, that your ability to move the conversation to an outcome quickly will be something that some of your customers like and some don't like.

That your focus on getting things done and really being deliberate and really quick and and bang bang bang about it is something that is is great for quick decision makers and difficult for reflective decision makers. And your abbreviated communication style, like, what's your living room look like? It's big. Your abbreviated communication style might be a challenge for people who want more information.

If you're if you're influenced, that your charm and playfulness is welcomed by a lot of people and yet can seem unserious and flighty by others. So when you cross the board diagonally, things get interesting because your show doesn't work in every theater. So the people that are gonna have the most difficult time with you are the people who are across from you diagonally. So if you're a high dominance and you wanna bang through a sale and get it done, that's gonna be hard for a steady to do because that's not how they make decisions. So we need to sell the way people buy instead of selling the way we buy.

And when you do that, your customers are gonna have it's gonna be easy for them. Okay. Staying with influence. Influence the one of the downsides is that influence tends to rely a lot on their personality, and it makes some customers a little wary of making a mistake because they don't know that all the t's have been crossed and all the i's have been dotted. While your enthusiasm is contagious, it can be a catalyst for someone looking to hold on the decision now and rather than get caught up in the enthusiasm, hold on the decision and think about it so that they give themself a little bit of breathing room. Just know that.

If you're high steady, customers absolutely will welcome how much you care about them and how much you want to help them to make a good decision. Your desire to stay connected with them will actually help you to build a large and loyal large and loyal customer base. Honestly, your approachable nature allays customers' concerns, and they can and that you can it will allow them to take action now. So so it seems like it's at cross purposes because high steady is not gonna ask for the sale quickly, but yet your demeanor and caring nature with customers allows you to actually be able to because they trust you. They trust that you're not looking to, like, sort of work them to get the sale, but actually have their best interest at heart. And what you wanna do is be aware that your careful com approach to moving forward can actually have you not close sales that you could have gotten because your carefulness got in the way of taking action.

And lastly, compliance. That your vast knowledge and information has people trust your information process. However and your due diligence is helpful, yet it really can hinder some people to be able to make a decision now because you want them to have a lot of information, and you have a tendency to talk too much about the elements of the product or the service that don't add value, add cost, that if some of those things weren't present that don't matter to the customer you're talking to, it wouldn't be as expensive.

So I find that in working with salespeople as a sales trainer, a lot of salespeople say, well, I need more product knowledge. And those are usually high compliance and eye studies that need more product information. And, actually, what most people need is more selling information. Okay. So that's how you occur for other people.

And and just knowing that and knowing, yeah, do I talk too much? Or, you know, could I have gotten things moving quicker, or did I slow that down more than I needed to? And I and I really, really, really ask you to look at this stuff not as a blame or anything like that, not to feel bad. It's just to look and think, where can I sharpen my actions? Because we're not relegated to the things our wiring says we are. We get to choose.

These are behavioral preferences. It's not the only way you can be. It's just your preferred behavior. Okay. The last thing that we want to look at is how to use our strengths intentionally.

So ask if you're high dominant. You are your strengths are fearlessness. You are you are willing to be uncomfortable and focus on the sale. To maximize your superpower, what you wanna do is use your focus on results to direct the customers to an outcome. I encourage you to do that by asking more questions.

Stay intentional and look for clues that indicate whether that outcome is gonna be a sale today or an appointment, and direct them to the appropriate action and outcome. You can do that, And you're fearless. As a high dominant, you will ask and do things that other people are afraid to do. If you're a high influence, your energetic, enthusiastic personality is really a gift. And so you want to be you wanna be intentional using them because your skills of engagement are legendary. Your ability to make a stranger quickly connect with you is is truly a superpower.

And the fact that you continue to look for ways in to connect, continue continue to look for, like, what do we have in common? What do we have in common? Is crazy. So with that, however, you wanna keep the focus on them, not on you.

So that when they say that they have a German shepherd, it's not time for you to talk about your French bulldog. Keep the focus on them. Don't talk about yourself so much because that's that's a downside to it. And it takes the it takes the attention away from the customer, and it gets it gets thin in a hurry. So stay with them and and con not to give up.

Alright. Steadiness. Again, highly approachable. People like you. They feel comfortable with you.

They trust you. They know you're not going to hurt them, which is a beautiful thing. So your genuine interest in other people is heartfelt and it's actually visible. You want to learn to use those abilities to have to allow the to allow yourself to lead the customer through the process. Like, get in the driver's seat with them.

And instead of being accommodating, which is a natural way of being, look to be inquisitive and use that information and the connection that you have to bring this interaction to an end. And the connection is the vehicle. It's not the point of the interaction. Right? And don't take those objections as personally.

Lastly is compliance. That strong product information and process information is brilliant, and it helps everybody on the sales team as well as it's just amazing how much you know. So customers, however, don't need a wealth of information to make a decision. So where the superpower is is in curating what you know to what that person's looking for so that we don't tell them everything, but only the things that they need to know to help them to make a good decision and to feel that their due diligence is done. Now when you cross the board diagonally, if you're a compliant salesperson and you're working with an influencer, they don't need to know what you need to know to make a decision because they're impulsive decision makers and dominance are decisive decision makers.

And we'll talk about more about that in September. Okay. So that's about all of you. So what I'd like to know is when it comes to you and what your style is or what you think your style is, what what would how can I help you to use your strengths and identify your challenges to be a better consistent sales producer? That you consistently hit goal, you consistently improve your performance metrics, you consistently build your database, you're not relying on the door solely for business or the in the in either trade or or retail showrooms that you're driving your business and you're driving the bus with your customers as well.

So this is all about you. What questions you have about yourself as a salesperson, what you think you are, and anyone who might have questions about what you think you are, feel free to ask those too.

Oh gosh. I think I'm an influence influence. I think I'm actually a combination of the worst of all all of them.

There's no oh, no, no, no. There's no good one or bad one. They're all wonderful.

I think that I in the past, I've been reluctant to ask for the sale because it seems so apparent to me when I'm presenting something that it's the perfect thing that I feel as if it needs to be obvious. And so when I see any equivocation or even a hesitation, I just don't want to be pushy. And yet I have used your very words about saying, what do you need now from me to feel comfortable moving forward? And how powerful those words are. But sometimes that just doesn't fit in.

Like if it's if it's if we're in the midst of a scheme where there isn't a quote and there isn't there isn't a hard copy quote yet, but it's it's the scheme that I'm selling.

Right. So a couple of things. So it was a though it was really rich what you what you said. So the first thing I wanna go with is, are we finding out early in the engagement what their what the problem is that they wanna solve, what the vision is that they wanna achieve. Because it's not always a problem.

Like, with new construction and a new property, it's more about it may be more about the vision than an actual problem. But what we also wanna find out is what are the priorities that they have? Because, honestly, whatever solution we present, that should be the lens through which we present the solution. And and we need to attach everything we talk about with one of those three things as it relates to them. So if they want something durable, let's say, then we're presenting a particular frame because it is a a white oak solid wood frame that offers you durability. Like, everything we talk about needs to relate to something that matters to them versus either something that we like or something that in and of itself has intrinsic value.

The only value is value that relates to them, that aligns with something that matters to them that we've discovered. And I would offer that when is this is this this is for retail salespeople probably a lot, is that when you ask that, tell me the things that matter most to you, either about the product that we're talking about or the room that it's going in. What or the project itself. What are the most important things?

That's when I would start taking notes and write that stuff down because everything's gonna relate to those three things. Everything. And if it doesn't relate to those things, we shouldn't be talking about it. So much so that if we were showing the same product to two different people and we were listening to a salesperson, show the same exact product to two different people, that if we were to listen to them, we wouldn't know it's the same product because they customized its appeal to the person they were talking with so much that the things that they mentioned about it were completely different for the two people. Like, honestly, that level of personal because that shows I'm really paying attention to you.

So there's that. The second thing that you mentioned was about the being too pushy thing. That if and when we know and those of you that I've worked with know the badass questions. But if and when we know if and when we know where they are in their process, like when they're able to actually make a decision and to purchase, the outcome of today's interaction is either gonna be a sale because we can or an appointment because we can't. So anyone who's in a trade showroom, it's way more likely that you're gonna be writing a quote today to close on later.

Right? And in a special order, that may be the same as well that they need a little bit more time to think about it in a retail showroom. But we need to we need to be shooting for an outcome, whether it's a sale or an appointment. And we wanna be asking questions that tell us what outcome can this person execute today. And even those and in a retail setting, even those customers who come in and say, I'm not buying anything today.

I mean, my answer, not just being a wise gal, but my answer might be, well, that might be true. Let's find out. Like, I don't believe that because they say that. They just don't expect to.

But if they find the right thing that's absolutely perfect, they just might. So if you know they can buy and if you know that you're showing them a solution that they can say yes to, because that is you wanna evaluate that. Am I really showing people things that they can say yes to, or am I showing them things to try to figure out what they want? Because that's what I call qualifying with the product versus asking more questions, sketching the space, walk around, talk like, do that. Make it sort of comfortable and informal, walk and talk and sketch and all that so that you can then say, I have a couple of things that I wanna show you, both of which I think are gonna work. And they're both gonna work because of what you learned about them that matters to them and to show them that solution within that context.

Right. So you are going to get some objections. Better that your discovery questions are, the fewer objections you're going to get. Right? So when they say, you know, I'm not sure.

Right? Need to think about it. Don't give up. Ask more questions like, you know, what's the one thing you most wanna think about in this process? And if you're a high steady as a salesperson, if you're a high steady, you start to feel that you're being too pushy far sooner than you are.

Like, I wouldn't say that to a dominant or an influencer who can be too pushy, but a high steady is unlikely to be too pushy. And so you stop yourself as a high steady. You stop yourself from going for it long before you should. You could close a lot more business today if you just stayed with it. And if you're an influencer steady, then it's likely that your clients love you.

Your clients love you. Your customers love you. They love you. And it's we're in the sales game. We're in the game to sell things.

I mean, we're in the game to make beautiful homes and have people's lives work and all that. We're in that that whole game. But they trust you more than you are giving yourself credit for. You could be asking for more than you're asking for.

More in the space, quicker. You could be do you could probably be asking more. So ask yourself, where do I stop myself too soon, too short? Because I start listening to myself, and I'm not and I'm not telling myself things are helpful. So your example, Charlotte, was fabulous. Thank you so much for that. When you think about yourself as a salesperson and in the context, this is what I love about DiSC.

Because when we think about ourselves in the context of DiSC, we can allow ourselves to wonder and explore. It's like as a high blank blank blank. I wonder if I and when we've got that context that allows us to explore it, there's nothing to defend. There's nothing to excuse because it's an exploration.

And we can look at it through predictable preferred behaviors versus that's just the way I am or that's the way I sell. And I will often coach salespeople as and say something like, as a steady compliant salesperson, it makes perfect sense that you saw that interaction that way and you addressed it the way it did. It makes perfect sense that you would do that, but it's a perspective. It's not true. Because what they they didn't say they needed to go home and think about it. They just said they need to think about it, which is what coffee's for.

Right? You can sit them right here and they can think about it now. Right? So so I use what someone's DiSC style is in coaching them because it gives everyone the freedom to look within that context and not have to feel bad about it. When you think about yourself as a sales a seller, a sales professional, and you think about what your DISC style is, what are the challenges that you would like to take on?

What are the strengths you wanna lean into? And or what are the challenges you'd like to take on? We still have the fourth quarter plus a month.

What are the challenges you'd like to take on in the fourth quarter? And I know the fourth quarter for many of you is the best quarter of the year, can be the best quarter of the year. So what do you wanna take on in practice to improve your consistency and effectiveness that aligns with what your DiSC style is?

With the questions in that, I was only 2% difference between compliance and steady, then dominant, then influence. And even when I ask, I've I've been told by customers, I've only been doing this a little more than a year, I've been told by several customers that they appreciate my honesty, the information, my help, my time, all of that. But even when I ask for the sale, I don't get it. So in trying, and it's kind of been slow this quarter. I've not done as well as I did in the beginning of the year.

So I'd like to figure out what kind of went sideways to where I'm not able to get the sales or close the sales even when I ask for them.

Perfect. This is so great. And I'm gonna use the context of high, steady, compliant. So this is so great. So thank you for all of this. So first, at a as a steady compliant, you have a high process orientation.

You're not gonna initiate things as much as a dominant or or an influencer would. You're going to look to be helpful and accommodating versus directing. So what I'm gonna ask you to do is to start putting yourself in the driver's seat instead of the passenger seat as a salesperson. You're gonna direct the interaction, and you're gonna direct the interaction by the questions that you ask. Because the questions you ask are gonna be discovery questions to learn about them and directing questions to move the action forward.

So once you have a connection, you need to start the sales process. Once they connect enough with you, and a compliance is not gonna connect a lot. So as a steady compliant, you're gonna want to feel more of a connection with them than they have to have with you. The we need the right amount of connection so that we can ask whatever questions we wanna ask, not so that we can invite them for Thanksgiving.

Just enough for them to be comfortable with us. So to begin to say, like, you could be chatting about I don't know. I'm a gardener, so chatting about gardening. But at some point, as a steady, you gotta move that to a business conversation. So you're gonna ask a pivot question.

It's like, I could talk about gardening with you all day. You're the imp I've learned so much already. So what can I help you accomplish today? What's today's visit meant to do? They're gonna answer that and say, we're looking for a sectional.

And you say, excellent. So that I can help you find the perfect sectional for you, may I ask you some questions? They will always say yes. And you say, when you think about the sectional or the room it's going in, what are the priorities? And start writing that stuff down.

And then ask so write that down and read it back to them so that they get that you get it. And then ask, like, how much time do we have to work on this today? They say we've got an hour and a half. You say that's plenty of time to get this done. Like, make yourself hear that to get this done.

And then as you go through between sketching the room as it is now, not redesigning the room, and the five badass questions. The badass questions, b a d a s, tell you if they can buy today by the how they answer. Budget, which is financial expectation, it's got a number in it. Ability to buy, you wanna be recommending zero interest financing to every single person. Decision maker to ask, is there a is everyone here who needs to be here for us to put this room together?

And if they're not here, then you know. To ask them, you know, is there an event coming up that we need this for, an empty room we need to talk about when it comes to learning if what the time frame is. Don't ask when they need this, especially a dominant because they're only they're gonna say yesterday. And then ask where they've been shopping and comparing so that you know what else they've looked at and why they didn't purchase elsewhere if they found something. The answers to those five questions tell you if they can by today.

If you get red lights to any of those questions, enough of those questions, that it's not gonna be a sale today, then the the answers that they give you are gonna be their homework. And you say, we're gonna get as far as we can get today. And before you leave, we'll talk about next steps, but let's use our time really wisely to get this done. Because if you can't close them today, you can't close them today, but you can make an appointment. Give them homework and either an appointment to meet on the phone, an appointment to meet back in the store, or an appointment for you to go out to their home to get it done.

But when you are leading the interaction by the questions you ask and directing the conversation, because the person who asked the questions is the person who's driving the interaction, not the person speaking. So the more we talk, the more power we lose. Right? So if you know they can buy today, they should be buying today. Now it doesn't mean that they're not gonna have objections. But if you ask those 10 questions and sketch the room, you're gonna have a very good idea of what's happening this with this person and if the outcome today should be a sale or an appointment because whichever it is, you need to direct them to that.

And then limit the things that you're showing them to only things that align with those priorities. And two, because you wanna be having them choose between not among a solution. That's like the cliff notes answer.

When you say choose between not among, are you talking about how there should only be two choices?

I say so.

I think that that inhibits some of my sales because especially when, when I'm first starting out with a client, and I'm still trying to get to know their taste, but I also feel like the value that I bring to the table is, are my ideas obviously, but also, you know, I want to show them things that they didn't even know they wanted. So, I'll often have three things, and sometimes I think that maybe that comes off as me being equivocal or me not knowing where it's I just want to give them

You're so consider this. Your knowledge is demonstrated by the questions you ask, not the not just the solutions you offer. And your solutions are driven by the answers to those questions. Right? So you're asking questions so that when you offer something, it's something that this is gonna work and this is gonna work.

If you are offering lots of solutions, then then there's no reason to even ask many questions. But that doesn't work in closing the sale. So you're absolutely right to wonder if that is contributing to the results you're getting now because I suspect it is.

And two is good because

Two is good. Told me

years ago, they always want something to reject. Oh, I

love that.

Yeah. It's true.

I had somebody that worked with in the in Indiana, and what she did that's in in line with what you're saying is she said, she would find that if people were trying to decide, especially studies, if people were trying to decide because they have a hard time making decisions. So if people are trying to decide and it's it's just because they involve too many people's opinions rather than that they can't make decisions. It's not that. But when they're deciding between two things, most people ask, which one do you like better? And people will say, well, I like them both.

So what she started doing was she had way better results with it. She started saying, which one's your least favorite? I thought, oh my god, how great is that? Right? Which one's your least favorite?

And then it's like, okay. We've got a winner. The same thing goes in bringing it down to two is if all decision makers aren't present today, and let's say one half of a couple is in today and the other one's gonna come back. If you get it down to two and you say, let's get it down to two so that when they come in, you don't care which one they go with, you're gonna get a sale because that's all you're gonna show.

And they've already liked them. It's wild, isn't it? And I would really encourage you to be very present and intentional that you're driving the interaction, which is not the same as pushing someone to do something. None of us can make someone do something that they don't wanna do. However, we act like it's true. So sometimes we get, like, I don't wanna make I don't wanna push someone to buy something. It's like, you can't.

You can't. But we stop ourselves by really by really directing them to an outcome that we could be doing by being helpful and accommodating. Helpfulness is not an outcome. That they really liked you is great, but not an outcome. Those are things that we want to use intentionally to produce an outcome, which does not make our helpfulness disingenuine at all at all.

We're just being intentional with it. So I would say to dial up the intentionality to produce an outcome with each and to let your helpfulness, accommodation, caring, and connection be the track that the engagement is on to get an outcome to actually happen. But you wanted to start focusing on getting an outcome, not just an interaction.

So I would encourage you to spend this time really looking at some of this information. You can reach out to me for anything that you wanna ask about any of this, but really spend the time looking at your sales performance through the lens of DiSC and your DiSC profile. And to look at it with emotional objectivity and behavioral flexibility of what can I do differently moving forward that I think might produce a different outcome? Where do I think I can be more effective? Because you know in there where you can probably be a bit more effective, and there's something that's stopping you, and it's just look for where it is because there'll be a solution to it. And this will actually help you to keep that emotional distance you need to be able to explore and not feel the need to defend or excuse or just, oh, it's not that bad.

I guess I can continue doing this. Right? When there's when I had nuns in grammar school that said when better is available, good's not enough. So if you wanna be doing better, let's take the time to do that. You're gonna get the link to this and and the as well as the the transcript to this for what came up and what questions were asked as well as the blogs that go along with this.

So you've got plenty of information to help you with this. So please let me know. Send me some results. Please let me know how this how this goes for you.

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