Disc Profile

Ashley LogsdonKeyword: Concluder

48 Days Sales ReportFriday, January 22, 2010

IntroductiontoyourPersonalityReport

AshleyLogsdon

YourreportusestheDISCPersonalitySystem.TheDISCPersonalitySystemistheuniversallanguageofbehavior.Researchhasshown thatbehavioralcharacteristicscanbegroupedtogetherinfourmajorgroupscalledpersonalitystyles.Peoplewithsimilarstylestendto exhibitspecificbehavioralcharacteristicscommontothatstyle.Allpeoplesharethesefourstylesinvaryingdegreesofintensity.The acronymDISCstandsforthefourpersonalitystylesrepresentedbytheletters: l l l l

D=Dominant,Driver I=Influencing,Inspiring S=Steady,Stable C=Correct,Compliant

KnowledgeoftheDISCSystemempowersyoutounderstandyourself,familymembers,coworkers,andfriends,inaprofoundway. Understandingpersonalitystyleshelpsyoubecomeabettercommunicator,minimizeorpreventconflicts,appreciatethedifferencesin othersand,positivelyinfluencethosearoundyou. 2009,PeopleKeys,Inc.

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Inthecourseofdailylife,youcanobservepersonalitystylesinactionbecauseyouinteractwitheachstyle,tovaryingdegrees,everyday. Asyouthinkaboutyourfamilymembers,friendsandcoworkers,youwilldiscoverdifferentpersonalitiesunfoldbeforeyoureyes.

48 Days Sales ReportFriday, January 22, 2010

IntroductiontoyourPersonalityReport

AshleyLogsdon

YourreportusestheDISCPersonalitySystem.TheDISCPersonalitySystemistheuniversallanguageofbehavior.Researchhasshown thatbehavioralcharacteristicscanbegroupedtogetherinfourmajorgroupscalledpersonalitystyles.Peoplewithsimilarstylestendto exhibitspecificbehavioralcharacteristicscommontothatstyle.Allpeoplesharethesefourstylesinvaryingdegreesofintensity.The acronymDISCstandsforthefourpersonalitystylesrepresentedbytheletters: l l l l

D=Dominant,Driver I=Influencing,Inspiring S=Steady,Stable C=Correct,Compliant

KnowledgeoftheDISCSystemempowersyoutounderstandyourself,familymembers,coworkers,andfriends,inaprofoundway. Understandingpersonalitystyleshelpsyoubecomeabettercommunicator,minimizeorpreventconflicts,appreciatethedifferencesin othersand,positivelyinfluencethosearoundyou. Inthecourseofdailylife,youcanobservepersonalitystylesinactionbecauseyouinteractwitheachstyle,tovaryingdegrees,everyday. Asyouthinkaboutyourfamilymembers,friendsandcoworkers,youwilldiscoverdifferentpersonalitiesunfoldbeforeyoureyes. l

Doyouknowsomeonewhoisassertive,tothepoint, andwantsthebottomline? Somepeopleareforceful,direct,andstrongwilled. ThisistheDStyle

l

Doyouhaveanyfriendswhoaregreatcommunicators andfriendlytoeveryonetheymeet? Somepeopleareoptimistic,friendly,andtalkative. ThisistheIStyle

l

Doyouhaveanyfamilymemberswhoaregood listenersandgreatteamplayers? Somepeoplearesteady,patient,loyal,andpractical. ThisistheSStyle

l

Haveyoueverworkedwithsomeonewhoenjoys gatheringfactsanddetailsandisthoroughinall activities? Somepeopleareprecise,sensitive,andanalytical. ThisistheCStyle

AshleyLogsdon

Thechartbelowhelpsputthefourdimensionsofthepersonalityinto perspective.

2009,PeopleKeys,Inc. SeeksStrengths

D=Dominant Control Administration Leadership

I=Influencing Recognition Persuading Enthusiasm

S=Steady Acceptance Listening Teamwork

C=Compliant Page 2 / 26 Accuracy Planning Systems

Somepeopleareprecise,sensitive,andanalytical. ThisistheCStyle

AshleyLogsdon

Thechartbelowhelpsputthefourdimensionsofthepersonalityinto perspective. Seeks Strengths D=Dominant Control Administration Leadership Determination Impatient Insensitive PoorListener Inefficiency Indecision Decisive I=Influencing Recognition Persuading Enthusiasm Entertaining LackofDetail ShortAttention LowFollowThrough Routines Complexity Spontaneous S=Steady Acceptance Listening Teamwork FollowThrough Oversensitive SlowtoBegin DislikesChange Insensitivity Impatience Conferring C=Compliant Accuracy Planning Systems Orchestration Perfectionist Critical Unresponsive Disorganization Impropriety Methodical

Challenges

Dislikes Decisions

Becausehumanpersonalityiscomprisedofvaryingintensitiesofthefourpersonalitystyles,theDISCgraphhelpsmakethepersonality stylemorevisual.TheDISCgraphplotstheintensityofeachofthefourstyles.Allpointsabovethemidlinearestrongerintensities,while pointsbelowthemidlinearelesserintensitiesofDISCcharacteristics.ItispossibletolookataDISCgraphandinstantlyknowthe personalityandbehavioralcharacteristicsofanindividual.

BelowareexamplesandexplanationsofthethreeDISCgraphs.

DISCgraph1representsyour"publicself"(themask)Thisgraphdisplaystheyouotherssee.Itreflectshowyouperceivethedemandsofyourenvironment,andyourperceptionof howyoubelieveothersexpectyoutobehave.

DISCgraph2representsyour"privateself"(thecore)Thisgraphdisplaysyourinstinctiveresponsetopressure,andidentifieshowyouaremostlikelytorespondwhenstressor tensionarepresent.Thiswouldbeyourinstinctivereaction.

DISCgraph3representsyour"perceivedself"(themirror)Thisgraphdisplaysthemannerinwhichyouperceiveyourtypicalbehavior.Itcouldbereferedtoasyourselfperception. althoughattimesyoumaybeunawareofthebehavioryouusewithotherpeople,thisgraphshowsyourtypicalapproach.

DescriptionunderstandingyourpersonalitystyleAshley'sstyleisidentifiedbythekeyword"Concluder".Ashley,asaConcluderstyle,tendstobeastrongindividualist.Ashleyisforwardlooking, progressiveandcompetitive.Theycanalsobedirectandevenforcefulattimes.Concludersare curiousandhaveawiderangeofinterests.Theyarelogical,incisiveandcriticalintheirproblem 2009,PeopleKeys,Inc. solving.ManytimesaConcluderwillcomeupwiththeimaginativeandunusual.Ashleyhasgood leadershipabilities.AConcludermayappeartobecoldorbluntbecausetheirtaskorientation tendstoovertaketheirpeopleorientation.Concludershavehighstandardsandcanappeartobe criticalwhenthesestandardsarenotmet.Concludersmayalsoplacehighstandardson

AshleyLogsdon

Naturalleaderand spokesperson

Page 3 / 26Highegostrength Influentialand motivating

DISCgraph3representsyour"perceivedself"(themirror)Thisgraphdisplaysthemannerinwhichyouperceiveyourtypicalbehavior.Itcouldbereferedtoasyourselfperception. althoughattimesyoumaybeunawareofthebehavioryouusewithotherpeople,thisgraphshowsyourtypicalapproach.

DescriptionunderstandingyourpersonalitystyleAshley'sstyleisidentifiedbythekeyword"Concluder".Ashley,asaConcluderstyle,tendstobeastrongindividualist.Ashleyisforwardlooking, progressiveandcompetitive.Theycanalsobedirectandevenforcefulattimes.Concludersare curiousandhaveawiderangeofinterests.Theyarelogical,incisiveandcriticalintheirproblem solving.ManytimesaConcluderwillcomeupwiththeimaginativeandunusual.Ashleyhasgood leadershipabilities.AConcludermayappeartobecoldorbluntbecausetheirtaskorientation tendstoovertaketheirpeopleorientation.Concludershavehighstandardsandcanappeartobe criticalwhenthesestandardsarenotmet.Concludersmayalsoplacehighstandardson surroundingpeopleandexpectperfectionfromthemaswell.Ashleyseeksauthorityand challengingassignments. Concluderscanhaveaverystrongimpactonpeopleandcanmotivateotherstoachievegoals. Becauseofthesecharacteristics,theyneedtobesensitivetothepeoplearoundthem.Theirhigh risk,adventurousspiritmovesthemthroughlifeatafastpacewhilemakingthingshappeninthe livesofthepeople.Othersmayseeconcludersasopinionatedandtheywillchallengeothers' opinions. Concluderstendtobeshorttempered,especiallywhentheyfeelsomeoneistakingadvantageof them.Theythriveonactivityandaconsistentlyforwardmovingenvironment.Patiencedoesnot comeeasily.AConcludermayputthemselvesinthepositionofbeingaffectedbyotherpeoples actionsbecausetheywanttobeinvolvedineverythinggoingonaroundthem.Concludersmay wanttotakechargeofproblemsthatareoutoftheirareaofresponsibilityandmaybeirritated whenothersdonotsharetheirsenseofurgency.Ashleyisconstantlythinkingaboutwhatto moveontonextthatisnewandexciting. Ashleyisanoptimisticindividual.Theyarethetypeofpersonwholovesexploringnewplacesor thingsandawidevarietyofexperiences.Anaturalcharismaisdisplayedthatdrawsandcharms others.Ashleyisaveryencouragingpersonothersfindtheminspirationalandlively. OthersseeAshleyasaversatilepersonwhomtheyrelyupontobreakupmonotonousorroutine situations.Sometimespreferingtodothingsoutsideoftheteam,thispersontendstobe individualistic.Ashleymayevenbeperceivedas"restless"andtendstomovequicklyfromone thingtothenext. Notafraidtotakeaboldapproach,Ashleyiswillingtochallengethestatusquo.Originaland creative,thisindividualactswithconfidencewhenimplementingnewsolutions.Ashleywilltendto useabalanceofintuitionandfactswhenmakingdecisions.Oncetheyhavemadeadecision, theywillnotbeafraidtoactuponit.

AshleyLogsdon

Naturalleaderand spokesperson Highegostrength Influentialand motivating Highenergy,extroverted, andoptimistic

GeneralCharacteristics

Beingabletodirectand pioneer Powerandauthorityto takerisksandmake decisions Freedomfromroutine andmundanetasks Changingenvironments inwhichtowork

MotivatedBy

Acompetitive environmentwith rewards Beingabletodelegate detailstoothers Freedomfromcontrols, supervision,anddetails Evaluationbasedon results,notmethods

MyIdealEnvironment

2009,PeopleKeys,Inc.

Salesyoursalesstyle

AshleyLogsdonPage 4 / 26

Salesyoursalesstyle

AshleyLogsdon

YourInstinctiveSellingStyleDescription

YourStyleisaConcluderStyle ("DI"Style)

Dynamicanddirect,Concluderstendtosellcustomerswiththeirconfidenceandconviction.Theyhavegoodleadershipabilitiesandtend toseethe"bigpicture,"integratingmanyaspectsofthesalesenvironmentintotheirviewpoint.Incisive,logicalandsharp,Concluders aregreatproblemsolvers.Manytimestheywillcomeupwithimaginativeandunusualideas,plansandsolutionsfortheirclients. Concludersareprogressiveandcompetitivewhenitcomestoattaininggoalstheyseekresultsfortheirclients.Insales,Concluders" idealenvironmentwouldincludebeingselfmanaged,developingtheirownaccounts,andhavingchallengingassignmentswithlittledetail work. Concludersarenoteasilydiscouragedwhenclientsaredemanding.Theyhavetenacity,driveandwillperseverethroughdifficulttimes whereotherswouldgiveuporrunaway.Selfreliantandindependent,Concludersknowwhattheywantandhowtheyaregoingtoget it.OthersmayviewConcludersascourageous,becausetheywilltakerisksandwillnotbehesitantwhenmakingsplitseconddecisions. Concluderscanhaveapositiveimpactonothersandcanstraightforwardlymotivatecustomerstobuy.Othersmayseethemasstrong individualssincetheywillnotwaiverontheirbeliefsandwillchallengeopposingopinionsifnecessary.Becausetheirattentiontotasks andproductivityissohigh,theytendtoplacehighstandardsonthemselvesandothers.SinceConcludersseektofunctioninhigh energy,rapidlychangingsalesenvironments,theyalsoexpectotherstokeepupwiththeirchangesandpace.Concludersthriveon peopleandcreatingactivityandchanges.Theirhighrisk,adventurousspiritsmovethemthroughtheirworkatafastpacewhilemaking thingshappeninthelivesoftheirassociatesandclients.

ConcluderSellingStrengthsl l l l l l l l l

Naturalleaderandspokespersonperfectsalesteamleader Goaldrivenwilltrytoexceedsalesobjectivesratherthanjustmeetthem Greatclosernotafraidtoaskforthesale Highegostrengthhasapositive,confidentandwinningattitude Bothinfluentialandmotivating Highenergyextrovert Canhandleseveralcustomersatonceenjoysachallenge Goodatclosingfastandmakingthingshappenfast Isbothpeopleorientedandtaskoriented(aneffectivesalescombination)


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ConcluderSellingChallenges

energy,rapidlychangingsalesenvironments,theyalsoexpectotherstokeepupwiththeirchangesandpace.Concludersthriveon peopleandcreatingactivityandchanges.Theirhighrisk,adventurousspiritsmovethemthroughtheirworkatafastpacewhilemaking thingshappeninthelivesoftheirassociatesandclients.

ConcluderSellingStrengthsl l l l l l l l l

Naturalleaderandspokespersonperfectsalesteamleader Goaldrivenwilltrytoexceedsalesobjectivesratherthanjustmeetthem Greatclosernotafraidtoaskforthesale Highegostrengthhasapositive,confidentandwinningattitude Bothinfluentialandmotivating Highenergyextrovert Canhandleseveralcustomersatonceenjoysachallenge Goodatclosingfastandmakingthingshappenfast Isbothpeopleorientedandtaskoriented(aneffectivesalescombination)

ConcluderSellingChallengesl l l

Mayappearoverlyaggressivetomorepassivestylesmayintimidateormakeuncomfortable Maybecomeconfrontationalwithanotheraggressivestyleratherthangivingin Maybecomeimpatientwithcustomerswhoareslowdecisionmakersslowdecisionmakersmayfeelrushedormayneedmore informationthantheConcludercanprovide Maybecomefrustratedwithcustomerswhowon'ttakerisks Extremelyinattentivetodetails Attemptstoomuchatonce,hasahardtimesaying"no"andasaresult,followupmaysuffer Enjoysbeingthe"centerofattention"atalltimes

l l l l

ConcluderBestSalesAttributel

Confidentsalespersonwhoisgoodataskingforthesaleandclosingquicklytoachieveresults

BestWaystoMotivatetheConcluderStylel l l l l

Evaluatethembasedupontheresults,nottheprocess Givethemtheopportunitytocompetewithotherproducersforrewardsandrecognition Givethemthefreedomtotrynewandinnovativeapproaches Givethemnonroutineworkwithchallengeandopportunity Allowthemtoworkwitharesultsoriented,fastmovingteam

BestWaystoManagetheConcluderStyle

Page 6 / 26 2009,PeopleKeys,Inc. Allowthemtobeselfmanagedasmuchaspossible,don'tgivetheConcludertoomanyrules,regulationsorproceduresto l follow.l l

Putprojectsanddeadlinesinwriting Provideotherstohelpwithtechnicalspecifics,customerserviceandfollowupafterthesale.

BestWaystoManagetheConcluderStylel

Allowthemtobeselfmanagedasmuchaspossible,don'tgivetheConcludertoomanyrules,regulationsorproceduresto follow. Putprojectsanddeadlinesinwriting Provideotherstohelpwithtechnicalspecifics,customerserviceandfollowupafterthesale. Provideotherstohelpwithdetailedreports,recordkeeping,androutinetasks Givethemopportunityforpromotionorleadershiproles

l l l l

ManagingDISCSellingStylesOverviewProvidingincentivesforasalesforceisoneofthemostdifficultthingsamanagerfaces.Usethisoverviewfordevelopingstrategiesfor salespeoplewithdifferentDISCpersonalitystyles.

EncouragingDStyle SalesPeople

EncouragingIStyle SalesPeople

EncouragingSStyle SalesPeople

EncouragingCStyle SalesPeople

Presentsalesobjectives inwritingl

Befriendly,humorous andinformall

Providepractical, reliable,peoplefriendly productsandservicestoselll

Helpthembuildtheir expertiseinakeyareal

Giveopportunitiestolead asalesteaml

Activitiestosocialize andnetworkoutsidethe workplacel

Makesuretheybuyin tostrategiesandplansl

Keepinformedwith changesandpoliciesl

Largeandchallenging territoriesl

Provideopportunitiesto closedealsl

Giveopportunitiesto opendoorswithnew accountsl

Showthemsincere appreciationfortheirhard workl

Showrespect,give awardsandtitlesl

Emphasizesalaryover commissionl

Askfortheirinputon positioning product/servicesl

Helptheminserving theirexistingaccountsl

Recognizethemfortheir loyaltyandpatiencel

Giveadvancewarningof changesl l

Emphasizecommission oversalaryl

Focusontheirstrengths andpositiveswhengiving feedbackl

Givethemattainable salesgoalsl

Allowthemtobecreative

Provideprospectswith largeupsidepotentiall


Considerthemforlonger salescyclesl

Giveopportunitiesto developstrategiesandsolve problemsl

Letthemhelpwithnew productlaunchesnew marketsbuildingmarket sharel

Providesupportfordetail work,schedulingandtime managementl


Providetoolsfor researchl

Constantlymotivateand keepmovingforwardl

Stroketheiregowith recognition,featurethemin anewsletterl

Travelwiththesales agentandprovide constructivefeedbackl

Supplyqualityproducts toselll

Makethesalespersona partofasalesteaml

Achanging,people orientedenvironmentl

Helpbuildtheirself esteemandconfidencel

Providequality presentationandtechnical aidsl

Givethempersonal introductionsreferralsl

Useaparticipatory managementstylel

Dontforcethemtocold calll

Rewardthemfortheir loyalty,disciplineand perseverancel

Allowthemfreedom fromcontrolsl

Providesupportfordetail workl

Putprojectgoals, specificsanddeadlinesin writingl

Provideprofessionaltools forpresentationsl

Allowthemtoservice existingaccountsratherthan opennewonesl

Evaluateintermsof theirresults,nottheir processesl

Usepublicrecognition, rewards,flattery,andpraisel

Helpthempreparetheir pitchinadvancel

Letthemknowexactly whatisexpectedoftheml

Takethemtolunch, provideoutsideactivitiesto influencel

Giveopportunityfor publicspeakingorleading meetingsl

Giveflexibilityintheir scheduleforfamilytimel

Givethemcreditfortheir hardworkl

Makecallsjointlywith thesalesmanageroftenl

Providesales competitions 2009,PeopleKeys,Inc.l

Opportunitytovoicetheir opinionandexpress themselvesl

Allowthemtheirown organizedandprivatespacel l

Presentcriticismsand changessoftlyl

Givethemjobsecurity

Usetravelpackagesas rewardsl

Provideoutletsforfun andtravell l

Provideregularfeedback onperformancel l

Page 7 / 26 Considerthemforlonger salescyclesl

Givethemfresh,new

Limitthenumberof

l l l

Provideotherstohelpwithtechnicalspecifics,customerserviceandfollowupafterthesale. Provideotherstohelpwithdetailedreports,recordkeeping,androutinetasks Givethemopportunityforpromotionorleadershiproles

ManagingDISCSellingStylesOverviewProvidingincentivesforasalesforceisoneofthemostdifficultthingsamanagerfaces.Usethisoverviewfordevelopingstrategiesfor salespeoplewithdifferentDISCpersonalitystyles.

EncouragingDStyle SalesPeople

EncouragingIStyle SalesPeople

EncouragingSStyle SalesPeople

EncouragingCStyle SalesPeople

Presentsalesobjectives inwritingl

Befriendly,humorous andinformall

Providepractical, reliable,peoplefriendly productsandservicestoselll

Helpthembuildtheir expertiseinakeyareal

Giveopportunitiestolead asalesteaml

Activitiestosocialize andnetworkoutsidethe workplacel

Makesuretheybuyin tostrategiesandplansl

Keepinformedwith changesandpoliciesl

Largeandchallenging territoriesl

Provideopportunitiesto closedealsl

Giveopportunitiesto opendoorswithnew accountsl

Showthemsincere appreciationfortheirhard workl

Showrespect,give awardsandtitlesl


Askfortheirinputon positioning product/servicesl

Helptheminserving theirexistingaccountsl

Recognizethemfortheir loyaltyandpatiencel

Giveadvancewarningof changesl l


Focusontheirstrengths andpositiveswhengiving feedbackl

Givethemattainable salesgoalsl

Allowthemtobecreative

Provideprospectswith largeupsidepotentiall



Giveopportunitiesto developstrategiesandsolve problemsl

Letthemhelpwithnew productlaunchesnew marketsbuildingmarket sharel

Providesupportfordetail work,schedulingandtime managementl


Providetoolsfor researchl

Constantlymotivateand keepmovingforwardl

Stroketheiregowith recognition,featurethemin anewsletterl

Travelwiththesales agentandprovide constructivefeedbackl

Supplyqualityproducts toselll

Makethesalespersona partofasalesteaml

Achanging,people orientedenvironmentl

Helpbuildtheirself esteemandconfidencel

Providequality presentationandtechnical aidsl

Givethempersonal introductionsreferralsl

Useaparticipatory managementstylel

Dontforcethemtocold calll

Rewardthemfortheir loyalty,disciplineand perseverancel

Allowthemfreedom fromcontrolsl

Providesupportfordetail workl

Putprojectgoals, specificsanddeadlinesin writingl

Provideprofessionaltools forpresentationsl

Allowthemtoservice existingaccountsratherthan opennewonesl

Evaluateintermsof theirresults,nottheir processesl

Usepublicrecognition, rewards,flattery,andpraisel

Helpthempreparetheir pitchinadvancel

Letthemknowexactly whatisexpectedoftheml

Takethemtolunch, provideoutsideactivitiesto influencel

Giveopportunityfor publicspeakingorleading meetingsl

Giveflexibilityintheir scheduleforfamilytimel

Givethemcreditfortheir hardworkl

Makecallsjointlywith thesalesmanageroftenl

Providesales competitionsl

Opportunitytovoicetheir opinionandexpress themselvesl

Allowthemtheirown organizedandprivatespacel l

Presentcriticismsand changessoftlyl

Givethemjobsecurity

Usetravelpackagesas rewardsl

Provideoutletsforfun andtravell

Provideregularfeedback onperformancel


Givethemproblemsto solvel

Givethemfresh,new andexcitingproductsand servicesl

Limitthenumberof aggressivepeopletheywill needtodealwithl

2009,PeopleKeys,Inc. RecognizingYourCustomersBuyingStyle

Page 8 / 26

Beforeyoucanmodifyyoursellingstyletoyourcustomersbuyingstyle,youmustfirstobserveyourbuyer.Todoso,takenoteofthe following:thequestionstheyask,pace,directness,openness,bodylanguage,picturesintheiroffice,styleofdress,aretheyformalor

Givethemproblemsto solvel

Givethemfresh,new andexcitingproductsand servicesl

Limitthenumberof aggressivepeopletheywill needtodealwithl

RecognizingYourCustomersBuyingStyleBeforeyoucanmodifyyoursellingstyletoyourcustomersbuyingstyle,youmustfirstobserveyourbuyer.Todoso,takenoteofthe following:thequestionstheyask,pace,directness,openness,bodylanguage,picturesintheiroffice,styleofdress,aretheyformalor casual?

Ifyourcustomer...l l l l l


isfastpacedtothepointdecisive iscompetitiveindividualistic hasahighegostrengthconfident isdisinterestedin"how"thejobisdone likeschangeandtakingrisks Yourcustomerisa"D"Style

isresponsivecharismaticanimated isspontaneousoptimistic enjoyssmalltalk talksabouttheirfeelingsandotherpeople emphasizesfunandstories Yourcustomerisan"I"Style

l l l

Extroverted+Direct=TheDStyle 3%ofthepopulation ThehighertheD,themoretheneedfordominance Theybuyproductsbasedupon expediency,expertreviews,superiorqualityandtheirabilityto getresults

l l l

Extroverted+Friendly=TheIStyle 12%ofthepopulation ThehighertheI,themoretheneedforinteracting Theybuyproductsbasedupon impulse,aesthetics,wordofmouth,andtheirabilitytogive prestige



isfriendlyrelaxedagreeable iscooperativeenjoysworkinginteams resistschangeandtakingrisks asksmorequestions,makeslessstatements isdisinterestedin"how"thejobisdone Yourcustomerisan"S"Style

islessresponsiveandexpressive emphasizesfactsanddetailscomparesdata seemsreserved,cautiousandcontrolled likestoworkindependently isverytaskorientedandqualityoriented Yourcustomerisa"C"Style

l l l

Introverted+Cooperative=TheSStyle 69%ofthepopulation ThehighertheS,themoretheneedforsecurity Theybuyproductsbasedupon practicality,simplicityandtheirabilitytomaketheusermore secure

l l l

Introverted+Analytical=TheCStyle 16%ofthepopulation ThehighertheC,themoretheneedforcompliance Theybuyproductsbasedupon provenability,productwarrantees,comparisonsand informationavailable

WaystoImproveSaleswitheachCustomerAfterspendingtimewithyourprospect,remembertocreateanenvironmentfavorablefortheirparticularstyle.Usethesuggestionsfor eachstyleandfollowthesestepsbelow: 1. 2. 3. 4. 5. Recognizeyourprospectspersonalitybuyingstyle.AretheyaD,I,S,orCstyle? Gainrapportandtrustbyadaptingyourstyletotheirstyle. Demonstrateelementsoftheproductorservicethattheywouldappreciatemost. Closeyourprospectaccordingtotheirbuyingstyle. Followupwithyourprospectaccordingtotheirbuyingstyle.

SellingtoDstylecustomersTheywant:Tangibleresults Stressors:BeingtakenadvantageofLossofcontrolLosingtothecompetition


Page 9 / 26

practicality,simplicityandtheirabilitytomaketheusermore secure

provenability,productwarrantees,comparisonsand informationavailable

WaystoImproveSaleswitheachCustomerAfterspendingtimewithyourprospect,remembertocreateanenvironmentfavorablefortheirparticularstyle.Usethesuggestionsfor eachstyleandfollowthesestepsbelow: 1. 2. 3. 4. 5. Recognizeyourprospectspersonalitybuyingstyle.AretheyaD,I,S,orCstyle? Gainrapportandtrustbyadaptingyourstyletotheirstyle. Demonstrateelementsoftheproductorservicethattheywouldappreciatemost. Closeyourprospectaccordingtotheirbuyingstyle. Followupwithyourprospectaccordingtotheirbuyingstyle.

SellingtoDstylecustomersTheywant:Tangibleresults Stressors:BeingtakenadvantageofLossofcontrolLosingtothecompetition Adaptyourstyleusing:aBottomlinesellingstrategyl l l l l l l l l l l l

Dobebrief,directandtothepoint Dostaybusinesslike Doconcentrateontheresultsorthebenefitsoftheproductorservice Dobedecisiveandunwaveringwhenexplainingimportantpoints Dobeconfident:dontbeintimidated Dodisagreeoragreewiththefacts,nottheperson Doallowthemtowinand/orbecorrect(intheend,youwillwintoo) Domovefasterthannormal Dontoverpromise Dontjokearoundtoomuch(unlesstheyarejokingtoo) Makesureyouprovideyesornoanswers,notmaybeanswers DonttrytotrickwithgimmicksorbemisleadingclaimsDstyleshatetofeeltheyhavebeentakenadvantageof

SellingtoIstylecustomersTheywant:Anenjoyableexperience Stressors:RejectionLossofsocialacceptanceToomuchdetailwork Adaptyourstyleusing:aConversationalsellingstrategyl l l l l l l l l l l l

Dohavefun,andjokeifyouthinkitsappropriate Dotellthemthebenefitsthatwillmakethemlookgood Dofivethemrecognitionandappreciation Dolistentotheirstories Doprovidereallifeexamplestoillustratecomplexconcepts Doprovidefollowupandbeaccountabletoyourwords Doletthemknowyouunderstandtheirfeelingsandideas Doallowthemtotalk,butkeepthefocus Dointroducethemtoothermembersofyourteamifrelevant Dogivethemtheopportunitytospeakwithyourcustomerswhohavehadagoodexperience Dontgivethemtoomanyproductdetails Dogivethemliteratureanddetailsinwriting

SellingtoSstylecustomersTheywant:SecurityandPracticality Stressors:LossofsecurityLossofpersonalrelationshipsConfrontation Adaptyourstyleusing:aPersonalsellingstrategyl l

Doshowsincereinterestinthemasaperson

Dobefriendly,personalandtrustworthy 2009,PeopleKeys,Inc. Dogivethemthefactsrelevanttotheirjob ll l l

Page 10 / 26

Doprovidetheassurancestheyneed,concentrateonguaranteesorreturnoninvestment Dobeyourself,Sstylescanbeastutejudgesofcharacter Doclosewhenyoufeelyouhavetheirtrust

l l l

Dogivethemtheopportunitytospeakwithyourcustomerswhohavehadagoodexperience Dontgivethemtoomanyproductdetails Dogivethemliteratureanddetailsinwriting

SellingtoSstylecustomersTheywant:SecurityandPracticality Stressors:LossofsecurityLossofpersonalrelationshipsConfrontation Adaptyourstyleusing:aPersonalsellingstrategyl l l l l l l l l l l

Doshowsincereinterestinthemasaperson Dobefriendly,personalandtrustworthy Dogivethemthefactsrelevanttotheirjob Doprovidetheassurancestheyneed,concentrateonguaranteesorreturnoninvestment Dobeyourself,Sstylescanbeastutejudgesofcharacter Doclosewhenyoufeelyouhavetheirtrust Dogivethemreallifeexamplesorstoriestoassurethem Doaskquestionsandallowthemtodomostofthetalking Dointroducethemtocustomerandservicespecialistssothattheywillknowtheywillfeelassured Doprovidefollowup:beaccountabletoyourwords Dontbeaggressiveorfastpaced,slowdownyoupaceandhumbleyourself

SellingtoCstylecustomersTheywant:FactsandCredibility Stressors:CriticismIncompletetasksPressuretochooseEmotionaldisplays Adaptyourstyleusing:aEvidenceandConfirmationsellingstrategyl l l l l l l l l l l l

Doallowthemtoaskquestions Dobeaccuratewithyourresponses Doprovidetheprosandconstoconvincethem Dofocusonstepbystepexplanations Doanswerquestionswithfactsandasmanydetailsasyouhave Dogivethemproofofyourstatements Dobedirectandfriendlybutminimizethesmalltalk Dogivethemplentyoftimeandspace Dofollowthroughondetails Doworktowardearningtheirtrustovertimebykeepingyourword Dontpressurethemtomakedecisionsonthespot Dontgetintheirpersonalspaceoraskpersonalquestionsunlesstheychoosetovolunteerthatinformation

IncreasingSaleswithSpecificCustomersInstructions:Fillintheworksheettohelpyoubetterrelateto(andbettersellto)customerswhoyoualreadyknow.l l

Column1:Writethecustomerslastnameorcorporatenamehere. Column2:RefertoPart3tohelpyouguessthestyleofyourcustomerbaseduponwhatyouknowaboutthecustomer.Use1,2, or3DISCletterstodescribetheirstyle. Column3:RefertothesuggestionsinPart3fortipsthatwouldhelpyouformanactionplanforsuccesswiththatstyle.

l

CUSTOMERNAME

STYLEGUESSTIMATE (DISC)

ACTIONPLAN

1.

2. 2009,PeopleKeys,Inc.

Page 11 / 26

3.

l l l

Doworktowardearningtheirtrustovertimebykeepingyourword Dontpressurethemtomakedecisionsonthespot Dontgetintheirpersonalspaceoraskpersonalquestionsunlesstheychoosetovolunteerthatinformation

IncreasingSaleswithSpecificCustomersInstructions:Fillintheworksheettohelpyoubetterrelateto(andbettersellto)customerswhoyoualreadyknow.l l

Column1:Writethecustomerslastnameorcorporatenamehere. Column2:RefertoPart3tohelpyouguessthestyleofyourcustomerbaseduponwhatyouknowaboutthecustomer.Use1,2, or3DISCletterstodescribetheirstyle. Column3:RefertothesuggestionsinPart3fortipsthatwouldhelpyouformanactionplanforsuccesswiththatstyle.

l

CUSTOMERNAME

STYLEGUESSTIMATE (DISC)

ACTIONPLAN

1.

2.

3.

4.

5.

6.

7.

Careeryourcareerstyle

AshleyLogsdon

ThehighDpersonalitystyleintheworkplaceisdetermined,competitive,straightforward,taskorientedandgoaloriented.Inmany companies,highDstylesareplacedinoraredrawntoleadershiproles.Iftheyarenotinaleadershiprole,theyoftenbecomethede factoauthorityfigure,ifallowedtobe,byothers. OneofthehallmarksofthehighDstyleisthattheyarewillingtoacceptrisks,challengesandchange.Sincetheworldofbusinessfeeds onhighstakesandrapidchange,theybecomewellpositionedtoleadthecauseintotheunknownandaccepttheriskoffailureor unbridledsuccess.HighDstylespossessafearlessnessthatisoftenadmiredbyotherstylesinbusiness.Whereotherstyleshesitateor fluctuateupondecisions,thehighDwillmakecriticaldecisionswithouthavingalltheinformationwhichcanbeeitherverygoodorvery badforthecompany.BecauseaDdesirestochallengethestatusquo,theyoftenfindinnovativeapproachestogivetheircompanya leadingedgeinthefastpacedbusinessworld. Page 12 / 26 2009,PeopleKeys,Inc. Inbusiness,Dstylesmayappearasiftheyhavespecialabilities.Theyhaveaspecialabilitytoseewithtunnelvisionfocusingsolely uponthegoaluntilitisachieved.BigPicturethinkingisanotherabilitythathelpsthemviewtheentirepicturethatismadeupof smallerpieces.SinceDsaremorevisionarythandetailoriented,theyoftenrelyonothercoworkerstomanagethepiecesmakingup

7.

Careeryourcareerstyle

AshleyLogsdon

ThehighDpersonalitystyleintheworkplaceisdetermined,competitive,straightforward,taskorientedandgoaloriented.Inmany companies,highDstylesareplacedinoraredrawntoleadershiproles.Iftheyarenotinaleadershiprole,theyoftenbecomethede factoauthorityfigure,ifallowedtobe,byothers. OneofthehallmarksofthehighDstyleisthattheyarewillingtoacceptrisks,challengesandchange.Sincetheworldofbusinessfeeds onhighstakesandrapidchange,theybecomewellpositionedtoleadthecauseintotheunknownandaccepttheriskoffailureor unbridledsuccess.HighDstylespossessafearlessnessthatisoftenadmiredbyotherstylesinbusiness.Whereotherstyleshesitateor fluctuateupondecisions,thehighDwillmakecriticaldecisionswithouthavingalltheinformationwhichcanbeeitherverygoodorvery badforthecompany.BecauseaDdesirestochallengethestatusquo,theyoftenfindinnovativeapproachestogivetheircompanya leadingedgeinthefastpacedbusinessworld. Inbusiness,Dstylesmayappearasiftheyhavespecialabilities.Theyhaveaspecialabilitytoseewithtunnelvisionfocusingsolely uponthegoaluntilitisachieved.BigPicturethinkingisanotherabilitythathelpsthemviewtheentirepicturethatismadeupof smallerpieces.SinceDsaremorevisionarythandetailoriented,theyoftenrelyonothercoworkerstomanagethepiecesmakingup thebigpicture. Asmanagers,Dsareverygoalorientedandfocusedupontaskcompletion.Theymayevaluatetheirorganizationaccordingtotheir abilityorwillingnesstocompletethetasksimportanttothehighDmanager.Usingastraightforwardcommunicationstyle,highD managerswilllaydowntherulesandarenotafraidtoenforcetheirrules.Theypossessenoughobjectivitytoimposeemployee compliancemeasuresordownsizewhereappropriatetohelpthebottomline. Asteammembers,Dswhoarenaturallyselfreliant,maytakeonamoreindependentroleinateamprojectortheymayserveasateam leader.ADstylemayhelptheteamstayfocusedandontaskaswellasprovideinnovativeideas,delegatetasks,andmakecritical decisions. OfallDISCpersonalitystyles,Dstylesrepresentonlyabout6%oftheworkforce,yettheirinfluenceisoftenheavyinthebusiness environment.HighDsthatarenottemperedbyotherISCpersonalitydimensionscanbecomeautocratic,controllingorargumentative.A highDmayhaveamywayorthehighwaymentalitythatisveryblackorwhiteoramindsetthatmustwinatanycost.Indeed,high Dsliketobeincontrolandcanbecomeintensewhenchallenged,buttheyruntheriskofbecomingtooautocraticorsofocusedupon tasksorgoalsthattheyforgetaboutrelationships.

DeterminedWorkplaceStyleCharacteristics:1. 2. 3. 4. 5. 6. 7. 8. 9. 1 1 1 Straightforwardanddirectcommunicationstyle Commandingandauthoritative Determinedinconflict Canbecomeaggressiveorappearantagonisticunderstress Canbecomeimpatient Theirbarkcanbeworsethantheirbite Canappearemotionallyunattachedorobjective Wantsbottomcommunicationandanswers Canappeargrumpy,curt,orabruptifpreoccupiedwithotherdemands Canseethebigpicture,butwantsotherstohandlethedetails Cansolveproblemsduringstressfultimes Canprovidesolid,strong,reliableleadershiproles

TipsforHighDPersonalityStylesintheWorkplaceTipsforselfgrowthandtoenhancecommunicationintheworkplace: HighDWorkplace Characteristics Tipsforselfgrowthandtohelpyoubebetterunderstoodbyco workersofdifferentstylesMostotherstyles(especiallyCandSstyles)reallywanttoknowwhy.Offerrational,logical

DstendtosayDontask explanationstoteammembers,coworkersorassociates. why,justdoit.2009,PeopleKeys,Inc.

Page 13 / 26

Dstendtobeblackand Blackandwhiteisbestusedinlawenforcementorthemilitary,butoftentherearegray whiteandquicktojudge situationswhichneedtobeinvestigatedormorefactscollectedbeforedeciding. ordecidewithoutallthe

HighDWorkplace Characteristics

Tipsforselfgrowthandtohelpyoubebetterunderstoodbyco workersofdifferentstylesMostotherstyles(especiallyCandSstyles)reallywanttoknowwhy.Offerrational,logical

DstendtosayDontask explanationstoteammembers,coworkersorassociates. why,justdoit.

Dstendtobeblackand Blackandwhiteisbestusedinlawenforcementorthemilitary,butoftentherearegray whiteandquicktojudge situationswhichneedtobeinvestigatedormorefactscollectedbeforedeciding. ordecidewithoutallthe facts.Dsoftenknowthewhatbutnotthehow.Theyrelyonotherstofigureout,design,plan,carry outortestthehow.Makesureyousurroundyourselfwithresponsiblehowpeople. Remember,teamsofcomplimentaryandinterdependentstylesaremosteffective. Dontsacrificequalityforspeedorquantity.Donttrytodoeverythingyourself,know yourstrengthsandyourlimits.

Dsareunconcernedwith details.

Dshavehighegos.

Inbusinesshierarchies,egosoftengetintheway.HighDsgenerallyhavebigegos.Dontallow youregoorsenseofselftobewrappedupsolelyinwhatyoudoforalivingorthe businessworld.Augmentyourworkinglifewithotherpassionateandchallengingactivities(like sports,travelorhobbies)withwhichyoucanexerciseyourego.

Dsarecompetitive.

Youneedtocompetetobeinbusinesstoday,butdontletyourcompetitiveness consumeyouanddontbecomeasoreloser.Stepback,useyourobjectivitytodetermineif anyone(employees,teammembers,customers,public,oryourfamily)suffersasaresultofyour competitiveness.Whatisthecostofyourcompetitiveness?Whatdoyouhavetogiveuptowin?

Dsarerisktakers.

Becarefulthattherisksyoutakearenotattheexpenseofothers.Tryforconsensus andaskforfeedbackoropinionsondecisionsyoumake,togainperspectives.Remember,you maynothaveallnecessaryfacts.Thinkoftheriskitselfandtheconsequences,alsoconsiderthe humanfactorandtheeffectadecisionhasonothers.

Dsoftenoverstep authority.

Dsliketobeincharge,tomaketherulesandtoadvanceinbusiness.WhenDsareinsubordinate roles,itisoftendifficultforthemtosubmittoauthority,especiallywhentheDthinkshe/shehasa betterway.Inmostcases,oversteppingauthoritywillgetyoufired,makesureyou discussyourideaswithyoursuperiorsbeforeyouact.Saveboldmovesforwhenyouare theboss.

Dsdislikeroutinesand getboredwithroutines.

SinceDslikeconstantchangeandnewchallenges,asteadydailyroutinecanbeasourceof stress.Askyourcompanyforchangeandchallenge,butifyouareunabletochange yourroutine,makesureyouhavevariedactivitiesandchallenges(physicaland mental)outsideofyourworkplace.Also,considerviewingyourroutineasataskora goal.Dsareverytaskandgoaloriented,soviewingyourdailyroutineinthismanner canhelpmotivateyou.

Dsliketobeactiveand energetic.

Dshaveatendencytoattempttoomuchatoncesincetheyliketocompletetasks,compete,and findnewchallenges.Theyendupleadingfairlyactivelifestyles.Becareful!Dontspread yourselftoothin.Itsdifficulttobeallthingstoallpeopleoralltasks.Makepriorities andconcentrateontheareasyouvaluemost.Dontsacrificeyourrelationshipsfor yourgoals,challengesorlifestyle.

Dscanbecome beforeyouact.Dsaremostatriskofbecomingaggressivewhen1)Otherstrongpersonalities aggressive,challengingor challengethem.2)Anystyletriestotakeadvantageortrickthem.3)Whentheyfeeltheyhave lostcontrol4)Whentheyarecompeting5)Whentheiregoisharmed. argumentative.Becareful!Dontbecomeacontrolfreakoramicromanager.Giveotherworkersa chanceatautonomyallowingotherstobecomeresponsible.Trytodelegatetasksasoftenas possibletootherdependableandtrustworthypeople.

Beawareofthetendencytowardangeraggressiveness.Take10minutestothink

Dsliketobeincontrol.

Dscanappearangry, grumpyoremotionally 2009,PeopleKeys,Inc. unattached.

Beawarethatitissometimesnotwhatyouvesaid,buthowyouvesaidit.Payattentionto yourvoicetoneandbodylanguage.Otherstylesofteninterprettonespersonally. OtherstylesaremoresensitivetosubtletonesandbodylanguagethantheDstyle.I Page stylesmayfeelrejectedandDandSstylesmayfeelcriticizedbyacurttoneorstrongbody14 / 26 language.

Dsliketobeincontrol.

possibletootherdependableandtrustworthypeople.

Dscanappearangry, grumpyoremotionally unattached.

Beawarethatitissometimesnotwhatyouvesaid,buthowyouvesaidit.Payattentionto yourvoicetoneandbodylanguage.Otherstylesofteninterprettonespersonally. OtherstylesaremoresensitivetosubtletonesandbodylanguagethantheDstyle.I stylesmayfeelrejectedandDandSstylesmayfeelcriticizedbyacurttoneorstrongbody language.

Dsarefastpacedand enjoychangesand challenges.

Youhavehighstandardsforyourself,butdontholdyourcoworkerstoyourown standards.Justremember,otherstylesmayseemtomoveslower,bemorepassive,orbemore afraidofchange.Giveyourcoworkersextratimeandmorepatienceandunderstanding.

HistoricalCharactershistoricalcharactermatchesHistoricalCharactersBenjaminFranklin 17061790 U.S.Statesman,PublisherandInventor Bornthefifteenthchildinhisfamily,hewenttoworkatageten.Thedriveanddeterminationof theConcluderareseeninhisearlysuccessinbusiness.AtageseventeenFranklinlefthisBoston homeforPhiladelphia.Within10yearshehadasuccessfulprintingandpublishingbusinessand wasthesoleownerofthePennsylvaniaGazette.ThewiderangeofinterestsoftheConcluderare easilyobservedinanyofhisbiographies.DuringhislifetimeFranklincompiledalmanacs,formed philosophicaldiscussiongroups,establishedthenationsfirstlendinglibrary,establisheda university,servedinthePennsylvaniaAssembly,wasapostmaster,conductedscientific experiments,developedafuelefficientstoveandservedasadiplomat.Contentmakespoormen richdiscontentmentmakesrichmenpoor.Ifpassiondrivesyou,letreasonholdthereins. NapoleonBonaparte 17691821 FrenchEmperor(17991815) CalledatitanicfigureinEuropeanhistory,Napoleonpersonifiedthevisionarynatureandforceful driveoftheConcluder.Hebecameasuccessfularmyofficerasayoungman,andlostonlyone battleduringtenyearsofwarasheledtheFrenchrevolutionariesagainsttheAustriansandthe Britishinthe1790s.Concludersliketolead,andtheycanhaveastrongimpactonothers. NapoleonsgoalwastomakeFrancethecenterofahugeEuropeanempiremodeledafterancient Romeandtoseehimselfleaditasemperor.Asanarmycommander,Napoleonsgeniuswas incredible.HeconqueredtheAustrianempire,andruledItaly,GermanyandSwitzerland.However, hewasunabletoholdontohiscommand.Hefinishedhislastdaysinexile.Nothingismore difficult,andthereforemoreprecious,thantobeabletodecide.

AshleyLogsdon


Page 15 / 26

Dsarefastpacedand enjoychangesand challenges.

Youhavehighstandardsforyourself,butdontholdyourcoworkerstoyourown standards.Justremember,otherstylesmayseemtomoveslower,bemorepassive,orbemore afraidofchange.Giveyourcoworkersextratimeandmorepatienceandunderstanding.

HistoricalCharactershistoricalcharactermatchesHistoricalCharactersBenjaminFranklin 17061790 U.S.Statesman,PublisherandInventor Bornthefifteenthchildinhisfamily,hewenttoworkatageten.Thedriveanddeterminationof theConcluderareseeninhisearlysuccessinbusiness.AtageseventeenFranklinlefthisBoston homeforPhiladelphia.Within10yearshehadasuccessfulprintingandpublishingbusinessand wasthesoleownerofthePennsylvaniaGazette.ThewiderangeofinterestsoftheConcluderare easilyobservedinanyofhisbiographies.DuringhislifetimeFranklincompiledalmanacs,formed philosophicaldiscussiongroups,establishedthenationsfirstlendinglibrary,establisheda university,servedinthePennsylvaniaAssembly,wasapostmaster,conductedscientific experiments,developedafuelefficientstoveandservedasadiplomat.Contentmakespoormen richdiscontentmentmakesrichmenpoor.Ifpassiondrivesyou,letreasonholdthereins. NapoleonBonaparte 17691821 FrenchEmperor(17991815) CalledatitanicfigureinEuropeanhistory,Napoleonpersonifiedthevisionarynatureandforceful driveoftheConcluder.Hebecameasuccessfularmyofficerasayoungman,andlostonlyone battleduringtenyearsofwarasheledtheFrenchrevolutionariesagainsttheAustriansandthe Britishinthe1790s.Concludersliketolead,andtheycanhaveastrongimpactonothers. NapoleonsgoalwastomakeFrancethecenterofahugeEuropeanempiremodeledafterancient Romeandtoseehimselfleaditasemperor.Asanarmycommander,Napoleonsgeniuswas incredible.HeconqueredtheAustrianempire,andruledItaly,GermanyandSwitzerland.However, hewasunabletoholdontohiscommand.Hefinishedhislastdaysinexile.Nothingismore difficult,andthereforemoreprecious,thantobeabletodecide.

AshleyLogsdon


CommunicatingwiththeConcluderstyle


CommunicatingwiththeConcluderstyleRemember,aConcludermaywant:l

AshleyLogsdon

Authority,variedactivities,prestige,freedom,assignmentspromotinggrowth,opportunity foradvancement

Greatestfear:l

Beingtakenadvantageof,beingtalkedabout


WhencommunicatingwithAshley,aConcluder,DO:l l l l l l

Talkaboutresults,notprocesses Talkaboutsolutions,notproblems Focusonbusinessremembertheydesireresults Suggestwaysforhim/hertoachieveresults,beincharge,andsolveproblems Lettheminonthe"bigpicture"becausetheyarevisionary Agreewithfactsandideasratherthanthepersonwheninagreement

Knowledgecomes,but wisdomlingers.AlfredLordTennyson

WhencommunicatingwithAshley,aConcluder,DONOT:l l l l

Ramble,repeatyourself,ordoallthetalking Focusonproblems Bepessimisticorchallengethemdirectly Focusontheprocessanddetails

Whileanalyzinginformation,Ashley,aConcludermay:l l l l

Ignorepotentialrisks Notweightheprosandcons Notconsiderothers'opinions Offerinnovativeandprogressivesystemsandideas

MotivationalCharacteristicsl l l l l l l l

MotivatingGoals:Dominanceandindependence EvaluatesOthersby:Abilitytocompleteataskquickly InfluencesOthersby:Forceofcharacter,persistence ValuetoTeam:Determinationstrivingtoovercomeobstacles Overuses:Impatience,competition ReactiontoPressure:Analytical,belligerent,logical GreatestFears:Slownessorbeingseenastoojovial AreasforImprovement:Increasepatience,concernforpeople,humility




CommunicatingwiththeConcluderstyleValuetothegroup:l l l l

AshleyLogsdon

Bottomlineorganizer Highenergy,spursactivity Canmultitaskeasily DecisiveandgreatinacrisisCommunicatingwiththeConcluderstyle

Concluderspossessthesepositivecharacteristicsingroups:l l l l l l l l l l l l l l

Instinctiveleaders Directanddecisive Innovativeingettingresults Maintainfocusongoals Greatcommunicators,willingtogiveopinions Overcomeobstacles,theyseesilverlining Providedirectionandleadership Pushgrouptowardtheirgoals Generallyoptimistic Welcomechallengeswithoutfear Acceptrisks Seesthebigpicture Canhandlemultipleprojects Functionwellwithheavyworkloads

Youcanhavebrilliant ideas,butifyoucan't getthemacross,your ideaswon'tgetyou anywhere.LeeIacocca

PersonalgrowthareasforConcluders:l l l l l l

Strivetobean"active"listener Beattentivetootherteammembers'ideasuntileveryonereachesaconsensus Belesscontrolling,bemorepatient Developagreaterappreciationfortheopinions,feelingsanddesiresofothers Putmoreenergyintothedetailsandprocess Taketimetoexplainthe"whys"ofyourstatementsandproposals


CommunicationTipsrelatingtoothers


CommunicationTipsrelatingtoothersYourDandIplottedabovethemidline,yourstyleisidentifiedbythekeyword Concluder. ThisnextsectionusesadjectivestodescribewhereyourDISCstylesareapproximatelyplottedon yourgraph.Thesedescriptivewordscorrelateasaroughapproximationtothevaluesofyour graph. DMeasureshowdecisive,authoritativeanddirectyoutypicallyare.Wordsthat maydescribetheintensityofyourDare:l l l l l

AshleyLogsdon

CommunicationTipsrelatingtoothers

FORCEFULFullofforcepowerfulvigorous RISKTAKERWillingtotakechances ADVENTURESOMEExcitingordangerousundertaking DECISIVESettlesadispute,question,etc INQUISITIVEInclinedtoaskmanyquestionscurious

Theonlywayto changeisbychanging yourunderstanding.AnthonyDeMello

IMeasureshowtalkative,persuasive,andinteractiveyoutypicallyare.Wordsthat maydescribetheintensityofyourIare:l l l l

GENEROUSWillingtogiveorshareunselfishbountiful POISEDBalancedstablehavingeaseanddignityofmanner CHARMINGAttractivefascinatingdelightful CONFIDENTSureofoneselffeelingcertainbold

SMeasuresyourdesireforsecurity,peaceandyourabilitytobeateamplayer. WordsthatmaydescribetheintensityofyourSare:l l l l

RESTLESSInabilitytorestorrelaxuneasynotquiet CHANGEORIENTEDDesiretoalterlikesvariety SPONTANEOUSActinginaccordancewithanaturalfeelingwithoutconstraint ACTIVECharacterizedbymuchactionoremotionbusyquick

CMeasuresyourdesireforstructure,organizationanddetails.Wordsthatmay describetheintensityofyourCare:l l l

OWNPERSONNoteasilyaffectedbytheopinionsofothers PERSISTENTContinuing,especiallyinthefaceofoppositionpersevere INDEPENDENTFreefromtheinfluenceorcontrolofothersselfconfident


CommunicationTipshowyoucommunicatewithothers


CommunicationTipshowyoucommunicatewithothersHowYouCommunicatewithOthers PleasereturntotheCommunicatingsectionofthisreportandreviewthecommunicatingDO andDONOTsectionsforyourspecificstyle.Reviewingyourowncommunicationpreferences canbeaneyeopeningexperienceorsimplyconfirmationforwhatyoualreadyknowtobetrue. Eitherway,youhaveyourcommunicationcharacteristicsinwriting.Thisinformationispowerful whensharedbetweencolleagues,friends,andfamily.Othersmaynowrealizethatsome approachesdonotworkforyourstyle,whileotheronesarereceivedwellbyyou.Equally importantisthatyounowseethatTHEWAYYOUSAYSOMETHIINGcanbeasimportantas WHATISSAID.Unfortunately,weallhaveatendencytocommunicateinthemannerthatwelike tohearsomething,insteadofthemethodanotherpersonprefers. YourstyleispredominatelyaDstyle,whichmeansthatyoupreferreceivinginformation tellingyouRESULTS.But,whentransferringthatsameinformationtoaclientorcoworker,you mayneedtotranslatethatintogivingthemprecisefacts,orjusttheendresult,orhowtheyarea partofthesolutionandweneedtoworkasateam. Thisnextsectionofthereportdealswithhowyourstylecommunicateswiththeotherthree dominantstyles.Certainstyleshaveanaturaltendencytocommunicatewell,whilecertainother stylesseemtobespeakingdifferentlanguagesalltogether.Sinceyouarealreadyadeptat speakingyournativelanguage,wewillexaminehowtobestcommunicateandrelatetothe otherthreedominantlanguagespeoplewillbeusing. ThisnextsectionisparticularlyusefulforadominantDstyleasyoumayhavethetendencyto bemoreaggressiveinyourcommunicationthanwhatotherswouldlike. TheCompatibilityofYourBehavioralStyle TwoDstyleswillgetalongwellonlyiftheyrespecteachotheranddesiretoworkasateamto accomplishasetgoal.Caremustbetakennottobecomeoverlycompetitiveoroverly domineeringwitheachother. ADlikestheIstyle,becauseanIisanaturalencouragertotheD.SometimesanIwill notbetaskorientedenoughfortheDinaworksituation,unlesstheDseesthevalueofhow theIcanbeinfluentialtoachieveultimateresults. ADandanSnormallyworkwelltogetherbecausetheSdoesnotthreatentheD,andwill normallyworkhardtoachievethedesiredgoal.Sometimespersonalrelationscanbestrained becausetheDsometimescomesacrossastootaskorientedanddriven. ADandaCmustbecarefulnottobecometoopushyandtoodetailoriented,respectively. However,aDneedsthedetailattentionoftheCstyle,butsometimeshasahardtimeof effectivelycommunicatingthisneed.

AshleyLogsdon

Communicatingwithothers

Speechisthemirror ofthesoulasaman speaks,soishe.PubliliusSyros


CommunicationTipscompatibilityofyourbehavioralstyle


CommunicationTipscompatibilityofyourbehavioralstyleHowtheDCanEnhanceInteractionwithEachStyle DwithD Ifthereismutualrespect,youwilltendtoseeeachotherasdriving,visionary,aggressive, competitiveandoptimistic.Solongastheyagreeonthegoaltobeaccomplished,theycanfocus onthetaskathandandbeextremelyefficient.Ifmutualrespectdoesnotexist,youwilltendto seetheotherDasargumentative,dictatorial,arrogant,domineering,nervousandhasty.

AshleyLogsdon

Enhance

RelationshipTip: Eachofyoumuststrivetoachievemutualrespect,andcommunication,settingthisasagoalto beaccomplishedwillhelpimmensely.Youmustalsoworktounderstandtherealmsand boundariesofeachother'sauthority,andtorespectthoseboundaries. DwithI YouwilltendtoviewI'sasegocentric,superficial,overlyoptimistic,showinglittlethought,too selfassuredandinattentive.You'lldislikebeingsoldbytheI.Yourtaskorientationwilltendto leadyoutobecomeupsetbytheHighI'snoncommittalgeneralizations. RelationshipTip: Youshouldtrytobefriendly,sincetheIappreciatespersonalrelationships.Becomplimentary, whenpossible.Listentotheirideasandrecognizetheiraccomplishments. DwithS YouwilltendtoviewtheSaspassive,nonchalant,apathetic,possessive,complacentandnon demonstrative.D'stendtoperceiveS'sasslowmoving.Theywilltendtoseeyourapproachas confrontational,anditmaytendtobeoverwhelmingtotheHighS.Yourquickpaceofactionand thinkingmaycauseapassiveaggressiveresponse. RelationshipTip: AvoidpushingrecognizethesincerityoftheHighS'sgoodwork.Befriendlytothem,they appreciaterelationships.Makeeveryefforttobemoreeasygoingwhenpossible,adaptinga steadypacewillreduceunnecessaryfrictionintherelationship. DwithC YourtendencywillbetoviewtheCasoverlydependant,evasive,defensive,toofocusedon detailsandtoocautiousandworrisome.D'softenfeelthatHighC'soveranalyzeandgetbogged downindetails. RelationshipTip: Slowdownthepacegivetheminformationinaclearanddetailedform,providingasmanyfacts asyoucan.Indiscussions,expecttheCtovoicedoubts,concernsandquestionsaboutthe details.Removepotentialthreats.Wheneverpossible,allowtimefortheCtoconsiderissuesand detailsbeforeaskingthemtomakeanydecisions.

communication

Communicationworks forthosewhoworkat it.JohnPowell


Communicationworksheet


CommunicationworksheetCommunicationTipsWorksheetChangesinyourgraphsindicateyourcopingmethods.Thehumanpersonalityisprofoundly influencedbychangesinourenvironment.Typically,peoplechangesignificantlyfromgraphone tographtwoasaresultofstressorsorenvironmentalchanges.Recognizingthedifferencesor changesbetweenthesetwographshelpsusunderstandourinstinctivecopingmechanism,and indicateshowtobetteradaptinthefuture. Instructions:Eachofyourgraphsilluminatesdifferentaspectsofyourpersonality.Acloserlookat thosechangesrevealsvaluableinsights.Pleaserefertobothgraphs(ifnecessary,referencedata throughoutyourprofile).ComparetheD,I,S,andCpointsongraphsoneandtwo.Finally,read theanalysisofyouranswers,andconsiderhowyourenvironmentaffectsyourdecisions, motivations,actionsandverbalmessages.

AshleyLogsdon

Communicationworksheet

DChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourDhigherorlowerthantheDin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmorecontrolinstressfulsituations.IftheDgoesupconsiderably,youcanbecomevery controllingwhenyoubecomestressed.Alowervalueindicatessomeonewhodesireslesscontrol instressfulsituations.IftheDgoesdownconsiderably,youmaywantsomeoneelsetoleadyou andyouwillfollow.

Thebasicbuilding blockofgood communicationisthe feelingthatevery humanbeingis uniqueandofvalue.Unknown

IChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourIhigherorlowerthantheIin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmoresocialinfluenceinstressfulsituations.IftheIgoesupconsiderably,youmaytryto useyourcommunicationskillstosmooththingsout.Alowervalueindicatessomeonewhodesires lesssocialinfluenceinstressfulsituations.IftheIgoesdownconsiderably,yourelylessonverbal meanstocometoaresolution.

SChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourShigherorlowerthantheSin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresamoresecureenvironmentinstressfulsituations.IftheSgoesupconsiderably,you maytendtoavoidanyconflictandwaituntilamorefavorableenvironmentisavailablebefore makinganychanges.Alowervalueindicatessomeonewhodesiresalesssecureenvironmentin stressfulsituations.IftheSgoesdownconsiderably,youbecomemoreimpulsiveinyour decisionmaking.

CChanges:Comparegraphs1and2.Whenyoulookatgraph2,isyourChigherorlowerthantheCin graph1?Considerhowhighorlowthelettermoves.Ahighervalueindicatessomeonewho desiresmoreinformationbeforemakingadecisioninstressfulsituations.IftheCgoesup considerably,youwillprobablynotwanttomakeadecisionuntilyouhavesignificantlymore information.Alowervalueindicatessomeonewhodesireslessinformationbeforemaking decisionsinstressfulsituations.IftheCgoesdownconsiderably,youmaymakedecisionsbased moreongutfeelings. Whichoneofyourpointsmakesthemostdramaticmoveupordown?Whatdoesthat tellyouabouthowyoureacttopressure? Howcouldyourcopingmethodhelporhinderyouinmakingdecisions?Howcanyou usethisinformationtohelpyouseepossibleblindspotsinyourreactiontopressure?


PowerDISCyourstrengthsinleadership


Howcouldyourcopingmethodhelporhinderyouinmakingdecisions?Howcanyou usethisinformationtohelpyouseepossibleblindspotsinyourreactiontopressure?

PowerDISCyourstrengthsinleadership

AshleyLogsdon

INFLUENCINGYourmainfocusisoninfluencingothers,whichisgreatifyouarerunningforPresidentorwrapping upabigPRcampaign.Butifyouarenot,youneedtoevaluatewhetherornotyouareabittoo willingtomakeallthedecisionsanddelegatetoothers.Perhapslisteningalittlemoreandgetting othersmoreinvolvedinthedecisionmakingprocesswillmakeforabetterteamatmosphere.

DIRECTINGYouwereprobablyjustselectedtooverseeyetanotherproject,especiallyonethathasatight deadline.Yourteamvaluesyourworkethic.Youmayappearabitdistantattimes,butyour attentiontodetailandyourinnerdrivecausesotherstorespectyouandtoseethegreatvalueyou addtotheteam.Learntotaketimetogettoknowotherteammemberstimeinvestedin relationshipsisnottimewasted.

PROCESSINGYouarecomfortablesettingupandworkingthroughtheprocess,butreallyprefertobemoregoal andresultsoriented.Routinesbecomemonotonoustoyouandsometimesyoudesiretobemore spontaneousoroutgoing.

Developingexcellent communicationskills isabsolutelyessential toeffectiveleadership. Theleadermustbe abletoshare knowledgeandideas totransmitasenseof urgencyand enthusiasmtoothers. Ifaleadercantgeta messageacrossclearly andmotivateothersto actonit,thenhaving amessagedoesnt evenmatterGilbertAmelio

DETAILINGYoutendtofollowthroughonspecificdetailsthathavebeenrelayedtoyouasimportant.Innew areasyoumaynotseetheimportanceofcertainportionsoftheworkthatrequiremoreprecision andreview.Tryusingnewstrategiessuchasnotetaking,repetitionofthegoal,andaskingfor clarity.

CREATINGYouliketouseyourcreativitytoperfectbasicconceptsthatotherteammembersdevelop.Youcan overseeandhelpkeepaccountabilityinareasthatothersmaycompromise.

PERSISTINGYouareonethatcanworkthroughproblemsthatwouldsidetrackothers.Youhavedevelopeda focusedapproachthatwillnotbediverted.Youarewonderfulatstayingontaskandareself motivated.Youareabletosticktothemission.Youhaveperseverancethatotherswishtheyhad. Taketimetosaythelittlethingsthatwillmakeothersknowyoucareaboutthem.

RELATINGYouvaluerelationshipsandknowwhatittakestonurturethem.Yougooutofyourwaytomake newteammembersfeelwelcomeandwanttobeincluded.


ScoringDatagraphpage


ScoringDatagraphpage

AshleyLogsdon

TemperamentStyleGraphs

PublicPerception

StressPerception

Mirror

D=2.59,I=2.17,S=1.9,C=5.19

D=7.87,I=3.73,S=3.21,C=0.3

D=4.28,I=2.81,S=3.33,C=2.27

ActionPlanimprovingyourinterpersonalskillsActionPlan:ImprovingYourInterpersonalSkills AshleysActionPlanThisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.

AshleyLogsdon

ActionPlanimprovinginterpersonalskills

Amanisbuta productofhis thoughts.Whathe thinks,hebecomes.MahatmaGandhi

Instructions:Step1:Theitemslistedbelowareareastoreflectuponbetweenyouandyourclosestcontacts. Afterprintingoutthisreport,givethispagetoanotherpersonwhoknowsyouwell(associate, teammember,teacher,familymember,friend)andaskthemtoreadeachitem.Theyshould considerwhetherornottheyperceivetheitemtodescribeyourtraits.Then,checkeitherYesor Nobesideeachitem.Opendialogueisencouragedandanyblindspots(areasofyourpersonality thatyouareblindto)shouldbediscussed.Sincecommunicationisatwowaystreet,itis recommendedthattwopeoplecompleteoneanother'sworksheets. 2009,PeopleKeys,Inc. Delegatesworkwell Lowtoleranceforerror

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ActionPlanimprovingyourinterpersonalskillsActionPlan:ImprovingYourInterpersonalSkills AshleysActionPlanThisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.

AshleyLogsdon

ActionPlanimprovinginterpersonalskills

Amanisbuta productofhis thoughts.Whathe thinks,hebecomes.MahatmaGandhi

Instructions:Step1:Theitemslistedbelowareareastoreflectuponbetweenyouandyourclosestcontacts. Afterprintingoutthisreport,givethispagetoanotherpersonwhoknowsyouwell(associate, teammember,teacher,familymember,friend)andaskthemtoreadeachitem.Theyshould considerwhetherornottheyperceivetheitemtodescribeyourtraits.Then,checkeitherYesor Nobesideeachitem.Opendialogueisencouragedandanyblindspots(areasofyourpersonality thatyouareblindto)shouldbediscussed.Sincecommunicationisatwowaystreet,itis recommendedthattwopeoplecompleteoneanother'sworksheets.

Delegatesworkwell Seesthebigpicture Cantbebotheredwithdetails Seekspracticalsolutions Movesquicklytoaction Overlydemandingofothers Volunteersforjobs/showsinitiation Presentswell/polished Outgoingandpersonable Overlydependantuponfeelings

Lowtoleranceforerror Goa/resultsoriented Organizeswell Rashdecisionmaker Tendstobeabrupt/overlydirect Thrivesonopposition Wouldrathertalkthanwork Frequentlylacksfollowthrough Prioritiesoftengetoutoforder Easilydistracted


ActionPlanimprovingyourinterpersonalskills


ActionPlanimprovingyourinterpersonalskillsStep2:Now,selectthethreeitemsthatwouldbenefitthemostfromfocusedattention.Discuss anddeterminespecificoutcomesandareasonabletimeframefortheirachievement.Writethe detailsinthespacesprovided,alongwithnoteshelpfultoachievingspecificoutcomes.Setadate 6090daysfromnowforadiscussionwithyourcontacttoreviewyourprogress.Thepersonwho workswithyouonthisisimportanttoyourgrowthandshouldhelpyoustayaccountabletoyour plan. 1. ThefirstitemuponwhichIwillfocus:

AshleyLogsdon

ActionPlan

Specificstoaddress:

improvinginterpersonalskills

SpecificactionsIwilltakeonthisiteminthenext60to90days:

Wecontinuetoshape ourpersonalityallour life.Ifweknow ourselfperfectly,we shoulddie.AlbertCamus

ReviewDate:

2.

TheseconditemuponwhichIwillfocus:

Specificstoaddress:


ReviewDate:

3.

ThethirditemuponwhichIwillfocus:

Specificstoaddress:


ReviewDate:


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