Read the Room: A DISC Mini-Course for Sales Professionals

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Read the Room: A DISC Mini-Course for Sales Professionals

48:42 Video (100 MB) HD Video (208 MB) Audio (45 MB)

I've had a relationship with DISC for decades because of what it it offers individually, offers organizations, offers performers. It's a really wonderful perspective and tool to actually be able to use. So what we're gonna do today is I'm gonna ask you some questions to consider, and then we're gonna break it down. So the first thing is I want you to think about, do you find clients and customers can be challenging? Do you find coworkers can be disappointing or downright frustrating to work with and just don't really know why that is.

If it's just them or it's us or if it's the environment or what it is. And do you think when you look at yourself as a performer, would you like to work more effortlessly and produce results more effectively? Well, that's what we're gonna work on today, and we're gonna work on it from three points of view. The first one is how to identify your DISC style?

How to identify the DISC style of other people? And then how to adapt to others' DISC style so that they get the experience that they're looking for? So this is what you're gonna take away from today. It's my intention that you get an understanding of how to build behavioral flexibility in professional and even in personal relationships, and I'll go on to explain what behavioral flexibility actually means. And then I want you to get a sense of how that your emotional objectivity to begin to look at some of the things that start to trigger you, or they get under your skin, or that you have a reaction to, that impacts your communication and the relationships that you have, and what you can actually do with that, and how to know and predict things that are actually going to happen.

So let's get started. Let's talk about how to identify. In front of you, you see that there are four quadrants. DiSC stands for dominance, influence, compliance, and steadiness. So in this matrix, dominance is in the upper left hand corner, influence, upper right hand corner, steadiness, bottom right, compliance, bottom left. Dominance, what dominance what measures what is measured in dominance is actually how you deal with people and challenges.

The influence score is how you actually influence other people. The steadiness score when you assess your DISC profile. The steadiness is how you deal with change and your environment. And compliance is how you follow rules that are set by other people. So that's what those four quadrants are actually measuring.

Now what we're looking at here that matters a lot is that, as you can see, every quadrant shares qualities with another quadrant. So we're gonna start with the top. Dominance and influence share the words that are above them. And you'll notice that some of those words are bold because the bold word matters.

Dominance and influence are driven to produce results. It's what they do. Because of that high result orientation, their communication is to the point. It's about big picture, not a lot of intricacies, just the big stuff. It's fast paced as is their decision making. And they have what's called a motivation toward.

And what that means is that they want to get things, achieve things, have things, do things. They have movement to get something. That is how they're driven. And lastly, when it comes to communication, they have what's called active engagement. And what that means is that they initiate conversation. That's what they do.

They don't wait. They initiate. So that's on the top. And those six elements would help to define those two styles. They both share them, and they're both defined by them.

So let's go to the Southern Hemisphere because it's completely different. Compliance and steadiness do not have any of those qualities in their makeup. Now I will grant you, when you look at your score as dominant influence steady and compliant, you might have a low number in one or two of them and very high numbers in the other two, but none of us is all in one and none of us doesn't have any. Right?

So that's how that combination comes. So compliance and steadiness do not share the qualities at the top. Rather than being driven by results, they're driven by the process. How things happen, when things happen, with whom things happen. That's what their active engagement is.

Because of that process orientation, rather than being to the point the way dominance and influence are, they are indirect roundabout in their communication. Again, because of that process orientation versus result orientation, they their communication has a lot of details. Details about the task, details about people, details about the process, but all of their communication has a lot of details. And lastly, because of all of that, they are slow paced in walking, talking, decision making, how they do things and complete things. They're slower because they want to make sure that their process is followed.

Rather than have a motivation toward getting it, having it, doing it, they have a motivation away from. And in a minute, I'm gonna tell you what they're looking to get away from. And then lastly, rather than have active engagement where they initiate a communication, they start talking, they go up and introduce themselves, That's not what they do. They have what's called passive engagement. And both compliance and steadiness are apt to wait until someone else initiates a conversation.

So they're more about waiting and being passive than they are in terms of initiating something. Interesting when you combine indirect communication and passive engagement. So it just starts to show you they're not, like, right out of the gate the way dominance and comply and influence are. Okay. So that's up and down.

That's north and south. So those are, two big poles in terms of identifying the qualities that are associated with each quadrant, each style. But where it becomes a quadrant and not just a hemisphere is what happens on the left and on the right. So if you look at, excuse me, the qualities that dominance and compliance share Also watch the words in bold. The words are task because both of them focus on the task. Both of them focus on controlling some part of the task.

Both of them are low responsive and self contained. So, when you meet someone who's hard to read, consider that being hard to read is a clue, that they don't give much away. Alright? So that's dominance and compliance.

On the right hand side, with influence and steadiness, they're not about task. They're about relationship and people. They're not about controlling something, but rather supporting something. They're not low responsive, keep it all close to the vest. They're high responsive and open, and tell and show and wear their heart on their sleeve.

That's what happens on the right hand side. So when you look at these together, what happens is is that we take something from the top or the bottom, and you mix it together with something from either side. So let's do it with dominance. So dominance dominance again, let's take the words that are bold, especially capitalized. So what a dominant someone who's high dominance is looking to control the results of the task.

How you get there doesn't matter. That you get there does, and that you get there quickly. So for them, efficiency is what drives them. Influence also about results, but for them, it's about relationship and support. So influence, like their name, is looking to drive results through other people.

Cheerleader, motivator, you can do it. Let's go get them. That's how they're motivated. Because they produce results, but they produce results by influencing the actions of other people.

Steadiness also has support and relationship in their mix except that they're processed. So for steadiness, how they're motivated is steadiness or motivated by fairness, harmony, the inclusion of other people. Because what they do is they want to make sure relationship and support. They're gonna support others in relationship. They will these are their the the style that will send you a card for your birthday, make you soup when you're sick. Their relationship is the ongoingness of relationship with other people.

That's what they do. Often friends with the same people since grammar school. That's the steadiness. They whereas an influence might have a best friend in every major city, steadiness has the same friends since grammar school. So it's a different relationship to relationship.

Lastly, is we have compliance. And like dominance, task and control, what they're they're driven to focus on is they wanna control the task, but what they wanna control about the task is the process. It's not as critical to them that a task is completed. What is critical to them is that a task is completed the way it's supposed to happen, that the t's are crossed, the i's are dotted in order for that process to be accurately executed. So for them, it's not as much about efficiency, but it's about accuracy and specifics and preparation.

Yes. That's what they've got. But when we look at these, we can step. They're really not the same. Dominance and steadiness are worlds apart.

Influence and compliance worlds apart. They don't share any of the any of the qualities that the other has. So it's an opportunity for conflict. Yeah. It's an opportunity for misunderstanding.

It's an opportunity for a missed connection. Because they just don't naturally get each other because there's nothing how how they are wired that's related. So let's take a look at the next. So now that we know that, let's dig a little bit deeper in identifying others. Because when you look at this matrix, you wanna look and see where would I fall?

If I were to plot myself x y axis, where am I probably gonna fall? Just keep that in mind. So that's knowing how you're wired. Let's look at how others are wired. I'm gonna give you some audio visual clues for each of them. And similar to what I just mentioned that you wanna look at the bold words.

So dominance in terms of audio visual clues, they make decisions quickly and they do things quickly. I would say d stands for decisive in how they make decisions because they really focus on getting results and getting them now. They don't like to waste anything, time, money, people, any kind of resources. That's really, again, how they're wired.

Because of that high level of efficiency, their communication tends to be very it's not abrupt. It's very sort of truncated. If one word will do, one word is all you're gonna get. No to them is a complete sentence without apology.

Right? Without apology. So if a if someone who's a high dominance were to walk into a room and you were to look at them and ask yourself, well, how would I know that? Well, one of the things is is that they might walk in and introduce themselves. Walk in, they will initiate a conversation.

In terms of facial expressions, they're often going to look at you, but they don't necessarily smile when they do that. Right? They tend to have a purposeful posture and movements that go along with that. Now, part of what we want to look at here that I think is really important is how each style responds to pressure and what creates pressure for them. High dominance under pressure under pressure can be abrupt, demanding, and impatient. And so often in working, especially with showroom people, often I will hear someone say, that person was so rude. They were so abrupt On the inside, because I see everything through the world of disc, I'm thinking probably was a dominant under pressure because that is behavior that really would only be associated with them.

Abrupt, impatient, just because they just wanna get it done and because they're so efficiency driven, they probably think that whatever task they're out to accomplish should have been completed by now. What creates pressure for them? Lack of focus, inefficiency, and any wastefulness. So I trust that some of you might start to see this in yourself, or you might start to see other people you can imagine in this, which would be exactly what you wanna be doing.

Alright. So that's dominance. Let's look at influence. Audio visual influence. Influence, even if you didn't like them, you gotta like them because you can't not like them. They are the most magnanimous of everyone.

They're outgoing, and they're impulsive decision makers, whereas d stands for decisive with dominance. I think I stands for impulsive with influence. They're they're engaging. They are they like to motivate and encourage other people.

They physically tend to have a unique and individual presentation. And what I mean by that is they may have a particular look. They may drive a rare or colorful car or a vintage or impractical. This is this is convertible people right here. They're very excitable.

They they are they never ever met an exclamation point that they didn't wanna use. They're fun. They wanna have fun. They want you to have fun. The party starts when they show up.

Could talk to a post. They they there is no one that's a stranger for them. And their nature, because they they are looking to, again, produce results to other people, they are uncannily able to find a way in with anyone, which is to find a common ground with anyone somehow, and they are tenacious so they don't give up until they do. Right? So, again, I hope you're starting to see or imagine some people.

And in home furnishings and interior design, we have a lot of influencers and a lot of steady, but a lot of influencers. So under pressure, what you wanna watch is under pressure, they get they get distracted, unfocused, and little crabby and often sarcastic. Because that's it. They're they're what creates pressure for them is if you give them too many things to do, it just starts to short circuit them. They just it does not work well with them.

Okay. Next, let's take a look. Steadiness. The largest percentage of the population.

So as a group, steadiness are accommodating and conforming, and they find the opinions of others important in their decision making. And that is really critical, because I can't tell you how many sales associates I watch and designers that I watch who when a steady person is expressing that they want to involve other people or there's something that they like, but they wanna make sure that their daughter really likes it or something. And I watch the attempt to convince the steadiness person that they really should get what they want. Wrong audience. That's not how they're wired. They will always ask you your opinion.

Always. Here's a good example of a difference. An dominance will never ask your opinion. They'd give you their opinion if they wanted you to have it.

Influence will say, don't you love this? Steadiness will say, do you like this? Do you think I should do this? Just different. Just different. They are steadiness.

When you look at them, they tend to smile. They invite they haven't they invite comfort, and they're welcoming. Because comfort matters to them, both physical comfort and emotional comfort. You can as you listen to them, you'll often hear them use words that are, I'm not comfortable with that. That doesn't feel right to me.

I can't really get a handle on that. They will use words that have a physical kinesthetic touch feeling, emotional feeling about that. They tend to have a greater concern for others than they have for themselves, which is why while they may not be pioneers for themselves, they will often be pioneers for social justice or someone being underserved. They dislike conflict, And under pressure, they're more apt to acquiesce and cave, and they are really uncomfortable with change. And so what helps in working with someone who's steady where change is gonna occur is to give them time to ramp up to a new way of doing something or a new way of thinking.

So what creates pressure for them is demand. When you're be when they are either being dominated or pressured to take action too quickly, that is very stressful for them. Very stressful. So for those of us who are for whom clients and customers are important, they can be your most loyal customer, most loyal, if you give them what they're looking for, which is exactly what we're talking about.

And lastly, compliance. And I I kind of wish they didn't come last because compliance have made such enormous contributions to our culture in existence. Their commitment to accuracy and specifics is surpassed only by their high level of detail and precision. They are very slow and methodical decision makers. They are formulaic in their thinking. You can actually see the wheels turning.

They have a way of thinking about something and a way of doing something. This is a group for whom there is a right way to wash the car, a right way to chop an onion, a right way to mow the lawn. They have a right way to do things, and the thing is they're usually accurate. That's the thing. Because they have researched this to figure this out.

They value information, and they trust facts. And they will act ask you to cite your source. They don't like conflict either. And since they often don't make eye contact, that's one of the ways that they're able to avoid conflict.

And they also don't like physical contact, and they don't like surprises either. So they don't like physical contact. So for the studies and influencers out there, they do not want you to hug them, and they're not really happy about sharing a lot of personal information. So under pressure, what they're apt to do is that they're apt to sort of get a little nitpicky. They get they start to focus on a lot of little details. Unfortunately, they have the details all add up to be about the same when they even if they aren't, they all tend to get weighted the same.

So for them, what creates enormous pressure for them is if you wing it, if you guess, if you're close enough, if you don't use your notes, if you're in it, if your information is inaccurate, that really it just for them shows a lack of preparation, shows someone that's not very serious, isn't taking this seriously, and that just you're gonna lose their trust, and it's really hard to gain it back. One of the things you wanna know about in about compliance, and I don't think they really like me to tell this one though, is that compliance, you can trust that they are going to ask you a test question, and you don't know what when it's gonna be and what it's gonna be. So they're gonna ask you a question, and they know the answer, and they want to know and it's the correct answer. And they wanna know if your answer measures up with theirs, and it's the same. Or if you wing it and that.

Or best thing to do is if you don't know, just say, I don't know. Let me make a note of that. And before we conclude our time together, I will get you that information or send it to you in an email. They're wonderful. All of them are wonderful.

Once you identify them and you know how to work with them, every one of these styles is wonderful, wonderful, and brings such great things that only they can bring. So what I've been describing is I've been describing them in the classic ways that only someone who is compliant would do this. Only someone who's a high influence would do this. So in thinking about yourself, you might think, well, I do some of this and I do some of this, which is really accurate because you probably are a little bit of this and a little bit of that.

But there are things in here that some styles just don't ever possess so that I would never say about a steadiness or influence that they don't like physical contact and hugging because that's just patently not true. That's classic of compliant and maybe a dominant. Okay. So what we've done so far is about is about how to identify them. What are the clues that they that we want to start reading them by the clues that they show us so that we can know who they are and then classically can adapt to them.

So what we want to look at next is now that we've identified ourselves maybe, and how to identify other people. What we wanna look at next is now that I know what they are, what am I gonna do with that? So let's look at adaptive. And every style wants something, and they don't want other things. So this is gonna make perfect sense based on what they're identifying qualities are.

So if we wanna adapt to dominance, what they want from us is they want us to focus on the conversation we're having and on the actions and results we're looking to achieve because that is what they care about. They wanna get it done right, and they wanna get it done right now. And they want you to focus, like, stay here. Focus. Be succinct. Actually, take notes.

Take notes. When they're talking, take notes. Write down what they want. They're very succinct. It's a very quick.

It will be over quickly and it will be wonderful but just give them what they're looking for. What they don't want is chatter. So if you're a steady and you're working with a dominance who you have nothing in common with them and under pressure, you're gonna be more apt to try to make connection when you get nervous, and they don't want that. So when we cross the board diagonally, when we're under pressure with someone who's our opposite, we're gonna be apt to do more of what we do when we're under pressure, which is exactly what they don't want from us. It's crazy, but that's what happens.

So if you look at what they don't want, chatter, too much personal conversation, inattentiveness, and distraction from the task at hand, that is much more apt to happen from steadiness or influence than it is from anybody else. So you wanna watch that. You wanna watch that. The next one.

Influence. So what they really want is they want another little cocker spaniel puppy to play with. They want someone to have fun with. They want enthusiastic engagement. They wanna play with some new ideas. Like, wow.

That's a great way to do that. What if we did this? They are the ones that working with them that for those of us, we have designers and some some some retail and showroom salespeople. These are the ones that we wanna play with because they really like to play within new ideas and could we do this?

And and so they're fun. You gotta keep them in their lane, but they're fun to do that. They are so driven by compliments and flattery. It is like it is like shooting fish in a barrel because they do not see themselves as a lump in the oatmeal. They see themselves as special and unique. They really, really do.

And the fact that you get that, that they are special and unique is amazing. So when you say to them, this isn't for everyone, it is just like they are off to the races because they they get that you get how special they are, and they will love you forever, forever for that. So spontaneity, fun, that is absolutely their jam. But given that, they also don't want too many details. What they do want, if you're really smart with this, is you say, I will take care of that for you.

I will take care of that for you. I know that that's over there for you to do, but I will do that for you. They love that. So do that. Take stuff off their plate.

Things that are high detail that they would just, their eyes would roll back and their heads would flip. Take that away from them. Do it for them. Truly, they would love you forever. K.

Steadiness. Again, largest percentage of the population. So if you're a high dominant or high influence, you wanna move quickly, and this is not that group. So what they want is they want everyone to get along and be nice to each other, which is a noble pursuit for sure.

They also wanna be appreciated for their effort, especially if the results aren't produced. So those of us it those are the coaches that we've got on the call, if you're coaching someone who's high steadiness, high compliant, especially high steadiness, and they don't hit their goal. They really wanna be acknowledged for the work that they did to even if they don't do that. So if you're a high influence, high dominant, and you've got a high steady who didn't make goal and wants you to acknowledge them somehow, just take a breath and do it. Because that it's it's part of the process, and it's part of their process of trying something new.

They are so driven by comfort that as new learners, they unlike a dominant or influence who are like, put me in coach even if they don't know what they're doing. It's just like, you know, I'll figure it out when I'm out there. Steadiness and compliant are not that way. Steadiness and compliant really wanna feel comfortable and confident in their knowledge of the process, of the product, of information in order for them to put their feet in the water. So just know that that's how they're wired.

Everyone, every study makes a decision ultimately, but they want to involve other people. So when they say, what do you think? What do you think? What do you think? That's how they just figure it out because they're accommodating and conforming. So that's they wanna hear that what they're doing is is they're not looking for approval, but this is a group that reads Yelp reviews.

Whereas compliant reads consumer reports. Just different. They want input, and they want it from other people. So they don't like conflict. They don't like to be uncomfortable, and they don't like change.

So watch that. Again, coaches that we might have on the call, you wanna watch that in coaching your team. And for any of the sales associates or designers that we've got on the call, you wanna watch that with your customers and clients because you gotta move at their pace. You've got to move at their pace. They will get it done, but you wanna have a lot of stuff to replace because they may not get it done in your timeline or for you to make goal this month.

Alright. Lastly is we've got compliance. So compliance, again, they want others to be really prepared and ready for what we're about to do. They like things in writing, and they want you to follow the rules. They just do.

Just follow the rules. Don't shortcut it. Don't BS them. Don't make stuff up.

And they don't like surprises even on their birthdays. They really don't. So if you work with a team and we don't have a lot of compliance in the retail world. There's certainly compliance in lighting, in in products that have a lot of technicality to it, plumbing. We have a lot of compliance. But so that's how they're how they're wired.

So if you've got someone on your team who's compliant and they say, I don't want a birthday party, and you're a high influence, you think, oh, we gotta do we gotta have a surprise party for them. They really want it. They just don't wanna say that. Trust me. They do not want it.

They just want you to leave them alone. So when they they tell you what they want, just listen to them. So they actually don't so watch your if you're communicating with them, you're sending an an email out to confirm a conversation, confirm the key points and sets and subsets. Double check it for typos. Make sure it's accurate.

Make sure it's accurate. Because they really do judge others by the amount of accuracy in their communication. So just watch that. It's avoidable. We've got all the systems technology that that stuff doesn't have to happen, so make sure that it doesn't.

Okay. So what we've covered is how to identify you, where are you on the matrix, How audio visual clues to identify other people. And now we've looked at now that we know what they are, what do they want and what don't they want? Because there's a phrase that says the one with the ask is apt to adapt. So if you're the sales associate and you've got a customer, you're the one that needs to adapt.

If you're a coach and you're coaching a sales associate, you're the one that needs to adapt. So the person that wants to achieve something is the person that needs to adapt. And I really encourage you to practice this in the world. And when you notice what you need to do to adapt, if you need to speed it up or slow it down, if you need to be more specific in your speaking or you need to be use fewer words, if you need to practice silence or if you need to give more detail. When you notice what you actually consciously intentionally have to do to adapt to another person, that is going to give you the information that you need to know what they are.

And most people are a combination of two. There are some people that are kinda all close together. There are some people that are just maybe really too big ones and too small ones, but most people have one or two. So either dominant influence, influence, steady, steady, compliant, or compliant dominant or the opposite or the, you know, the whichever comes first. But most people are a combination in adjacent quadrants.

So the quadrants that are side by side. And sometimes you'll find someone who is a dominant steady, but it's usually that they are a dominant and they've been a dominant, but they blew through a lot of relationships so they had to develop some steady, slower relationship driven qualities that they weren't naturally given. Okay. So that's how to identify and how to adapt. Now what we wanna look at is how are we gonna make this work?

Because knowing makes no difference. You can know all of this, and it's great information and know what you are. But unless you start to put it to work, it's just it doesn't it really doesn't matter if you know it. What matters is if you use it. And so we are fortunate as we start to practice and consider to practice.

When we start to practice discs that we have the world to practice on, whether it's in communication with everyone. So let's say that your goal for the day is I'm gonna practice identifying discs with five people today, And one of them can be on television. So that all we're looking to do is you're looking to sharpen your ability to read people. Are they directing to the point? Are they not?

I would offer this, that when you ask someone to describe something, they can't describe it any other way than in their DISC style. So when you say, describe that to me, when you say, tell me about the room, When you say, tell me how you're imagining the space. When you ask someone to describe anything to you, they can only describe it in their DiSC style because that's all they know. Right? So whether they give you a lot of information or little information, whether it's chunks of information or a lot of details, whether it's about people or about the measurement of the room.

Right? How the room is going to be used? Or the dimensions of it? What they say when they answer that question is going to give you a clue into what they are. And so take it slowly.

As you meet people. Take it slowly. As well as look at the people that you know in your life. And especially the people that you struggled with. And you think, well, why is that?

Like, if I know that I'm a dominant and I know that they're steady, is there stuff in communication that what about their communication has bothered me the most? What about my communication? Do they really bristle at? Because those are the things that tend to fall into this. Right? It's just wiring.

Let's move ahead and start talking about behavioral flexibility. Okay. So, what we want to look at in when I say behavioral flexibility, one of the beautiful things about DiSC and my favorite thing about DiSC is two things. One is that when we practice DiSC, identifying and adapting, we will build our own behavioral flexibility. And by behavioral flexibility, I mean that because it's natural for you to do it one way, doesn't mean that's the only way you can do it.

Right? So if it's natural for you because you're a compliant steady, if it's natural for you to answer a question and give the other person a lot of information and because you're very thorough, you might even give them more information that they ask for, then, you might think that you are really going above and beyond for them. Except that they're dominant. And all of that information that you find valuable, they don't find valuable.

And you might even think, well, if I didn't do that, I would not be doing my best work. It's like, well, let's look at that. Your best work in this situation would be to give the information to the other person the way they want it. So we're gonna take the golden rule, do unto others as you would have others do unto you, and we're going make it the platinum rule, which is do unto others as they wish to be done unto, so that you can start to expand your behavioral flexibility. I was working with a team the other day, and one of the things that came up was that someone's a high steady, and one of the things that she had been coached on was to stop talking because she just talks too much.

And so one of the things that she was finding is and it's not she wasn't aware of this. She wasn't aware that her manager and her coach could see that customers wanted to get away from her, but she couldn't see it. She just did just she just couldn't see it. It was like fish noticing water. Right?

And so watch and see for that person to stop talking and stop talking as much was so difficult, but she did it. And what happened was the customer got enough information, was able to make a decision, got the sale, got on with their life, was very happy with it, and she had to then think, well, wow, has that been happening all along that I could have gotten more done with less conversation? And I would say the answer is yes. So consider this, that when you are with coworkers, do you intentionally build similarity into your engagement with them so that you understand them better and they can trust you and communicate with you more fully? In working with clients and customers, do you adapt to their style so that you can increase connection, trust, and build a relationship deeper?

With people that you coach, do you adapt to their communication style, their DISC style, so that, again, they're more apt to tell you more so that you can help them more? So looking to make behavioral flexibility a really important part of this so that you're not, I don't do it like that or I don't sell like that. That's not how I am. Well, you're not only one way. And if you are only one way, you're really limiting the kind of results that you can produce in life and with people because of that sort of stubborn willingness to only be willfulness probably to only stay one way. So I really consider expanding that.

Because the other element of DiSC that's really powerful is emotional objectivity. So practicing DiSC builds behavioral flexibility and emotional objectivity. And emotional objectivity is about your behavior as well as other people. So that if you work with a coach and your coach says, I think you need one of the things I've been noticing, I've done three observations this week, and in every observation, you spent fifteen minutes after the sale was complete with that customer so that in the last week, you saw 12 fewer people than the average number of people that your coworkers saw.

It's like that can't be. It's like, yeah, actually, that is. So to actually be able to have emotional objectivity about your own behavior so that you can not only see what you are doing, but also to see if that were a communication from your coach, would you look to defend it? Would you accept it? Would you be inquisitive about it?

Would you defend it? Like, what would you do with that kind of a conversation? So, to start looking at your own emotional objectivity, don't get triggered by stuff that you might have been triggered by before. Now, that you can notice and say, well, you know, that kind of makes sense since I'm since I'm steady, it makes sense that that kind of a conversation would bother me, but it doesn't have to bother me now that I know that that's a that's a dominant under pressure, and everything they said had nothing personal to me. What they were frustrated by was that the process the the result took way too long to get than they wanted.

So it gives us the ability to just take the stairs, take a breath, some some distance from what's often happening so that we don't have to act the way we've acted in the past, especially if that action would not be effective, would not be producing the results. So that's about emotional objectivity about our behavior. It also gives us emotional objectivity about others' behavior so that if you're if you're you have a prospective client customer who's a high compliant, and you're the first showroom that they've come to, They have always been online. But the likelihood that you're and you're a high dominant, high influence. The likelihood that you're gonna close someone with if in let's say in retail, or the likelihood that if you have a compliant architect that's sourcing product in a trade show room, the likelihood that that decision make that decision is gonna get made today is pretty near zero.

Now if you wanna get it done or it's the end of the month and you haven't made goal and you have a high sense of urgency to do this and you're working with someone who's a steadiness or or compliant, it's just unlikely. So to know what's predictable about other people's behavior, to know that lack of attentiveness and focus is going to upset a high dominant. To know that, then we don't get triggered by other people's behavior and what a jerk or they're so uptight or they're so black and white or they're so controlling and all of the judgments that we make about other people, we don't have to do that. When we can look at them and say it's completely understandable given what I think their DISC style is, that would be their action. That would be how they made a decision. That would be the kind of time frame that they were comfortable with because that's how they're wired.

So in short, I think it helps us to actually like people that we may not naturally like because we can understand them from an objective point of view and then adapt how we are with them so that they can have the experience that they're looking for, and we can get the business that we're looking for. And at first, you might be strange bedfellows if you're very different working together. But and it doesn't mean that our own natural personalities, once we build a relationship, aren't gonna come through. But what disc is really great for is in the beginning, when we're trying to connect quickly and get something moving quickly and not take forever to get it done just by understanding how someone's wired and then adapting to that wiring.

That's how relationships can get built. Because the cardinal rule of rapport is to increase similarity and decrease difference. And if we're in a world of judgment and different is wrong, we're gonna have very few relationships. And the ones that we have are gonna be just like us, which has its own issues. Right?

Alright. So let's keep looking. So we wanna look at, like, how are you gonna use disc and use it immediately. Right? So I invite you to look around.

But when you start to look at how are you gonna use this, what are some things about your own engagement with people, your way of communicating? What do you think might get an upgrade? Let's imagine that disc is a piece of the puzzle, but it's not the whole box. But it's a lot. It's a lot.

And so it's gonna give us enough information that we can make even subtle and small changes that might build more similarity that would help the situation. One of the things that I do, and I'll show it on the kind of on the next slide a little bit, is that when I work with organizations and I have everyone go through the the DISC profile is that I map out on a group wheel where everyone is. And what it does is that you can see, oh my gosh. Well, that makes perfect sense that that person is a steady compliant, and they're having real challenges with a dominant influencer. It makes perfect sense because you can see it.

Now we've experienced it with each other, but now we can see it. And the big part that I love about this, so many things again, is that it starts to become part of the culture, part of the conversation that we say, and not to excuse anyone. Like, you can't say because you're high influence, it may you know, I can understand why your paperwork is always inaccurate and you get to work late most times. Like, it doesn't excuse what people are doing, but it just lets you lets you know that that's the wiring you've got to deal with. And you can talk about it objectively, and how do we make progress with it? Let's just make progress and see how that goes.

How can I use this? Lastly, what I wanna let you know that I actually do with this is that many of you have done seller to schedule it, know that there's the there's a disc link embedded in the program. But what I really use this for real development with individuals, whether it's recruitment and selection, leadership development, sales development, is that there are a couple of assessments that are significant, 35 page assessments, not just a one page document. And one is a single science, and that is it's just disc.

I use it for sales. I use it for man management staff executives, and it just gives you what their DISC style is as it relates to that role. So it's DISC for sales, DISC for executives, DISC for managers. So it really has how their style would relate to the job that they have just for DISC. The other one is what's called the two science assessment, and that is DISC plus what's called motivators and drivers.

What I like about this is that you can have two people on your team who have a very similar DISC profile, but you think they are so different. Why is that? Well, why that is is that their motivators are completely different. Like, one is really driven by altruistic do for other people.

The other one might be much more pioneering and commanding in that they they have a more entrepreneurial spirit, and they're not wired the same way. I wanna thank you all. So if you have other questions or wanna set up a call with me alone, please use this QR code. It will take you to my website and the calendar on my website, and you can set up a time through there to schedule a time to to discuss disc with me and how it might be for your team.

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