Sam Sample...Background of the Extended DISC Model Your Sales Manager Profile Report is based on behavioural theories that have been used for over 90 years. The power of this model

Sam SampleOrganisation:

FinxS

Date:

22.08.2019

Sales Mastery CompanySales Manager Profile Report

This report is based on the responses given in the online survey. This report should not be the sole criterion for makingdecisions about oneself. The purpose of this report is to provide supporting information for the respondent in self-development

Introduction to Your Sales Manager Profile Report

Sam, you have undoubtedly realised that your success as a sales manager is determined to a great extent byhow well you interact with your employees and other people. Your ability to effectively relate, communicate,influence and motivate others is a crucial skill in succeeding in your profession and creating successful, long-term relationships with subordinates, managers, customers, prospects, colleagues, friends and family members.

You have probably noticed it is very easy to get along with certain people. You almost instantly and effortlesslyunderstand the other person and the communication just flows. It is a lot more than just mutual understanding ofwhat is being said, it is as if the person sees you and the rest of the world in very similar terms.

However, with most people interactions take more effort and they do not flow as easily. You cannot quiteunderstand where the other person is coming from, what they really want and what their intentions are. You mayalso have an uncomfortable feeling the other person is experiencing the same. You are likely to feeldisappointed, frustrated and even tired. It takes energy, effort and concentration.

Sam, this Leadership Assessment will provide you with the map to more successful interactions with others. Youwill learn:

1. The four main human behavioural styles2. Who you are and how others perceive you3. How to read other people and better understand them4. How to adjust your communication style to achieve your goals

Background of the Extended DISC Model

Your Sales Manager Profile Report is based on behavioural theories that have been used for over 90 years. Thepower of this model is that it is easy to learn, understand and use because it identifies four behavioural styles ofindividuals.

People can be divided in four main styles by identifying if they are more:

1. People oriented or Task oriented2. Reserved or Active

The resulting four styles are called:

D-style (Dominance)

I-style (Influence)

S-style (Steadiness)

C-style (Compliance)

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Sales Manager Profile ReportSam Sample

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The DISC Behavioural Styles - The Key points

In the following pages you will learn about the four DISC styles. As you become familar with these four DISCstyles and their unique traits and tendencies, please keep the following important points in mind:

None of the styles are better or worseAll styles have strengths and development areas, they just happen to be differentYour style does not limit what you can accomplish or how successful you can be. It simply predicts how youtend to do thingsYou can find all of the four styles represented by very successful people. However, the most successfulpeople know who they are. They modify their style appropriately with different styles of people and indifferent situationsThis sytem recognises and reports on 160 different styles and the below graphic is an example of just ten ofthese styles

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Your Sales Manager Behavioural Style

The following pie charts are a visual representation of your behavioural style. They are based on your responsesto the online questionnaire and have been calculated by your "most" and "least" selections into a frequencydistribution of each of the behavioural styles - D, I, S and C.

Perceived Need to Adjust - your adjusted behavioural style (conscious) shows how you believe you need toadjust in the work environment.

Natural Style - your natural behavioural style (unconscious) remains fairly stable, but not rigid, over your lifetime.It is the style that is more comfortable to you and uses the least energy.

Your natural behavioural style is the main focus of this report. There are no good or bad behavioural styles,just different.

Your DISC style is: IDS

41%

32%

14%

13%

D

I

S

C32%

34%

26%

8%

D

I

S

C

Perceived Need to Adjust Natural Style

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Your DISC Style

The DISC Model is divided into four quadrants: D, I, S and C.

The area identified in colour shows the location of your natural style. Determine in what quadrant it is placed. Thisis your most natural and comfortable behavioural style (D, I, S or C).

The DISC quadrant(s) that have grey shading represent your DISC comfort areas or your natural style.

The DISC quadrant(s) that have no shading represent DISC styles requiring more energy from you.

The end of the arroe is when you percive you need to be at work. If it is within a shaded area then it takes little orno effort. If it is within a white area then it takes more energy / effort.

D

IS

C Facts, Basics, Analytics, Systems, Criticism, Creating, Developing, Goals, Results, Speeding up

Hard

values, D

ecisions, C

han

ge, S

peed

, Activen

ess, Insp

iration, A

tmosp

here, O

pen

ness, E

njo

ymen

t

Stability, Trustworthiness, Responsiveness, Discussing, Participation, Friendliness, Easiness

Com

mitm

ent, P

atie

nce

, Consi

der

atio

n,

Thoro

ughnes

s, E

xact

nes

s, P

ersi

sten

ce,

Inst

ruct

ions,

Det

ails

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Leadership Style

You can see around the Extended DISC Diamond below the different leadership styles have been identified.Understanding where these fit on the quadrant also helps to understand why these leadership styles are the waythey are.

Find your Leadership Style

Using your behavioural styles (shown below) match these to the Leadership Style Diamond above. Werecommend only using the first two letters of your behavioural style to understand the leadership style mostrelevant to you. Then read about your leadership style in more detail on pages 7 and 8 of this report.

Your DISC style is: IDS

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Authoritative Leadership (D style) Their authority tends to be based on fear, power and distance. However, they are great in crisis situations andcan even create a crisis of their own if there isn't one!! They are looked at as a “things leader’ and look for resultsand may see people as any other resource. They tend to get bored easily – so a crisis is a great way for them tobe challenged and make fast decisions as they are good at it. They are highly directive and tend to have one waycommunication – they are the leader and therefore they TELL the followers. They tend to exert pressure throughthe setting of demanding goals. Their emphasis is on speed and achievement of results and they see themselvesas very much in charge.

Change Leadership (DI/ID style)A DI leader tends to be persuasive, charismatic and friendly. They are also competitive and demanding –and want results! They are very much future oriented – a great visionary and big picture thinker. A DIleader tends to be active and energetic. Being an extrovert they have no trouble leading by example. As a rulethey are positive and optimistic leaders and good at creating a positive atmosphere for their people. As aleader they are seen as a pioneer and early adaptor of new ways and ideas.

Informal Leadership (I style)Their authority is based on charisma and motivation. As a leader they tend to be comfortable and able to create arelaxed atmosphere for their people. They will often lead through being a friend to their followers - as they are a‘people’ leader so they want and need a lot of contact with people. Creativity, positiveness and good energy tendsto be valued more than accuracy or rules at times. Personal relationships are important to them and at times aremore emphasised than arriving at the end results. An I-style leader encourages competitiveness throughinspiration rather than applying pressure.

Participating Leadership (IS/SI style)Team ethos is very important to them. They are open and friendly leaders and create a veryaccepting environment. They are often seen as more of a facilitator than a manager and this can work very wellfor them with empowering their people. As a leader they tend to be very hands on and work with the followers– so a very flat hierarchy often develops. Because they enjoy the feeling of togetherness there are a lot of sharedgoals and responsibilities within the group or organisation.

Supporting Leadership (S style) An S-style leader's authority is based on experience, expertise and bureaucratic status. They are comfortable inmaintaining routines and in general tend to be stable and service-orientated. They prefer “small teams” as theyhave a very participative approach to their leadership. Because this type of leader is so patient they also have agreat ability to guide, teach and develop their people. The are forever the patient helper. Their emphasis is ontrust, loyalty and sincerity – so privacy and confidentiality of a team member is important to them and expected inreverse. Help is mutual – given and expected. As a rule they don’t tend to have a strong goal focus andemphasis is then put on a gradual evolution of goals.

Planning Leadership (SC/CS style)These leaders tend to be thoughtful, cautious and structured with their leadership. They generally operatein known areas, recalling past experiences to help them through new issues. Outwardly they are calm leaders butinternally strong and very determined to do things right. Because they are great planners they tend to have clearcommunication of their expectations and objectives. Careful preparation often ensures the objectives are met.

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Quality Leadership (C style)A C-style leader tends to be based on rules, standards and quality. They are seen as a “things” leader: interestedin facts, details and analyses. They have an emphasis on rules and compliance and not usually throughinspiration or words of encouragement. As a leader they don’t feel they need to connect or have a relationship assuch with their followers and therefore tend to be remote or emotionally disconnected. (if you think about what anI-style person needs then this can be difficult for them as they like to connect!). A quality style leader like this, isvery systematic in their approach and that tends to ensure that everyone knows what is expected. In their casethey look at the ‘systems’ as a leader not so much themselves – hence they keep their systems highly detailed,structured and enforce the rules!

Power-centered Leadership (CD/DC style) The CD style leader is a power centered leader – to them their position holds the authority. They havehigh individualism and again their leadership styles see them being more remote from their followers.They develop a formal environment and hierarchy is very important. They have high standards for themselvesand this is transferred in what they expect of their people. Conformity is expected and they tend to have verylittle tolerance and as a rule quite inflexible. This type of leader will bring in rigid structures and be at times slowto react. They prefer to think issues through if they think they are of enough importance to warrant their time.

Friendly and Accurate Leadership (IC/CI style)An IC leader is interested in people and in helping their team members achieve their objectives through a friendlyapproach but with a focus on explaining the importance of rules and standards. They enjoy contact with peoplebut they tend to focus on training rather than leading from the front. A friendly atmosphere is important to them.They enjoy their role best when a team member seeks help and advice and for this reason they will often spendmore time than is necessary in explaining issues that they consider important and might have some difficulty invisualising the “big picture”. Other team members may consider they spend too long in their explanations but it isimportant to them that their communication is not too direct as they seek to maintain a friendly relationship.

Demanding and Systematic Leadership (DS/SD style)A DS leader is capable of being direct and authoritative when they feel that it is necessary, but prefer to basetheir authority on experience. They will generally endeavour to resolve issues through a convincing but definiteapproach and others may tend to view them as stubborn and unmoving in their leadership style. They willgenerally try to convince others that they are right because of their expertise but they can become demanding ifthey do not achieve their objectives. They prefer to begin with a participative approach but if things aren’t goingtheir way, they are quite capable of becoming quite demanding and others may view their attitude as beingstubborn.

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Sam's Strengths:

Most of us tend to overlook our strengths, even taking them for granted. Consider the items listed below andthink about how well you take advantage of these valuable behavioural traits. Remember however, overusedstrengths can become a weakness and a liability to performance.

Is competitive in a people-oriented wayCan keep people motivatedDoesn’t crush others when changing thingsTakes notice of emotionsCan generate ideasHas a longer perspective in perceiving thingsCan sell one’s ideas to othersDares to work without instructionsIs encouraging and positiveCan be patientDoes what is best for the teamLikes people

Sam's Development Areas:

The below list is not a description of your weaknessess, but development areas. They are items that you shouldbe aware of as they may become more evident when you are under pressure or stress.

Makes inaccurate assessmentsOperates superficiallyAllows emotions to influence oneselfTries to please too muchDoesn’t behave directlyDoesn’t always expose one’s real opinionsNeeds popularitySpends too much time with peopleMakes mistakes by being inaccurateThinks about oneself a little bit too muchGets excited without proper analysisWants to retain friends at any cost

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Communication

Decision Making

Clear and fact-based communication: -5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Communicating in a compelling and positive way: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Considerate and careful communication: -5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Direct, goal focused communication: -5 -4 -3 -2 -1 0 1 2 3 4 5 55%

Empathetic, positive and understanding: -5 -4 -3 -2 -1 0 1 2 3 4 5 55%

Encouraging, participating and involvingcommunication:

-5 -4 -3 -2 -1 0 1 2 3 4 5 90%

Influences people by inspiring and motivating: -5 -4 -3 -2 -1 0 1 2 3 4 5 80%

Making dramatic, engaging and goal-focusedpresentations:

-5 -4 -3 -2 -1 0 1 2 3 4 5 90%

Positive, lively and inspiring communication: -5 -4 -3 -2 -1 0 1 2 3 4 5 55%

Turning negative into positive in people's minds: -5 -4 -3 -2 -1 0 1 2 3 4 5 90%

Match Percentage: 69% Person score Expectation

Being a tough decision-maker: -5 -4 -3 -2 -1 0 1 2 3 4 5 25%

Being willing to both share and accept ideas insolving problems:

-5 -4 -3 -2 -1 0 1 2 3 4 5 65%

Being willing to work with others in reaching asolution:

-5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Driving decision making processes: -5 -4 -3 -2 -1 0 1 2 3 4 5 65%

Finding a balance between people and factswhen making a decision:

-5 -4 -3 -2 -1 0 1 2 3 4 5 25%

Focusing solely on completion of a task withoutallowing anything to disturb it:

-5 -4 -3 -2 -1 0 1 2 3 4 5 25%

Listening to people's needs before making adecision:

-5 -4 -3 -2 -1 0 1 2 3 4 5 65%

Making a decision based on logical analysisinstead of emotions:

-5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Making considered decisions based on detailedanalysis:

-5 -4 -3 -2 -1 0 1 2 3 4 5 20%

Making spontaneous decisions based onintuition:

-5 -4 -3 -2 -1 0 1 2 3 4 5 65%


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Goal Orientation

Leadership and Management

Being strongly driven by goals : -5 -4 -3 -2 -1 0 1 2 3 4 5 65%

Building a team spirit to support each other inachieving the goals:

-5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Communicating the goal in a way so others canidentify with it:

-5 -4 -3 -2 -1 0 1 2 3 4 5 55%

Demanding maximum performance level: -5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Emphasising positiveness when keeping peoplemotivated to achieve goals :

-5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Exercising patience with long drawn out stepstoward the goal:

-5 -4 -3 -2 -1 0 1 2 3 4 5 20%

Focusing on the goal and not on being liked: -5 -4 -3 -2 -1 0 1 2 3 4 5 25%

Following a step-by-step plan to achieve thegoals:

-5 -4 -3 -2 -1 0 1 2 3 4 5 20%

Knowing when to analyse and when to act: -5 -4 -3 -2 -1 0 1 2 3 4 5 20%

Setting motivating goals: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%


Achieving results through and with people: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Being a leader who both plans and participates: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Communicating detailed requirements in positivemanner:

-5 -4 -3 -2 -1 0 1 2 3 4 5 25%

Helping others to understand how they deliver thestrategy, vision, mission, and values:

-5 -4 -3 -2 -1 0 1 2 3 4 5 100%

People-oriented management style: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Adjusting one’s approach with different people: -5 -4 -3 -2 -1 0 1 2 3 4 5 55%

Communicating a compelling vision of the futurethat others want to be part of:

-5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Communicating complicated matters in aninspiring way:

-5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Concentrating on encouraging people: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Inspiring and encouraging people: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%


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Sales Coaching

Staff Development

Building a relationship based on trust andcommunication:

-5 -4 -3 -2 -1 0 1 2 3 4 5 90%

Communication - Direct and clear: -5 -4 -3 -2 -1 0 1 2 3 4 5 90%

Communication - Friendly and close: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Communication - Listening and patient: -5 -4 -3 -2 -1 0 1 2 3 4 5 25%

Influencing through positive relationships: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Motivating through positive encouragement: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Pressure response - Detailed analysis: -5 -4 -3 -2 -1 0 1 2 3 4 5 20%

Providing support: -5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Response to pressure - Increase pressure: -5 -4 -3 -2 -1 0 1 2 3 4 5 55%

Positive, motivational influencing: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%


Active developer of others' skills: -5 -4 -3 -2 -1 0 1 2 3 4 5 100%

Being mindful of one’s style and its impact: -5 -4 -3 -2 -1 0 1 2 3 4 5 35%

Conducting a step-by-step plan for developingpeoples' skills:

-5 -4 -3 -2 -1 0 1 2 3 4 5 20%

Developing people's ability to influence otherpeople:

-5 -4 -3 -2 -1 0 1 2 3 4 5 90%

Identifying the gaps between the required and thecurrent skills within an organisation:

-5 -4 -3 -2 -1 0 1 2 3 4 5 65%

Judging others based on facts and data : -5 -4 -3 -2 -1 0 1 2 3 4 5 25%

Patiently developing others' professional skills: -5 -4 -3 -2 -1 0 1 2 3 4 5 20%

Sharing of new learning with others: -5 -4 -3 -2 -1 0 1 2 3 4 5 55%

Spending the necessary time with a person tosupport learning:

-5 -4 -3 -2 -1 0 1 2 3 4 5 65%

Understanding what skills an organisation needsand it currently has:

-5 -4 -3 -2 -1 0 1 2 3 4 5 25%


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Your Success As A Sales Manager

Sam, below are a few reminders and suggestions on what to avoid in your role as a Sales Manager.

Reminders:

Try to keep your written communication as matter-of-fact as possibleLearn to find the errors - and do something about themLearn to ask for and listen to feedback about what you sayMake sure you have a detailed follow-up system - and that everybody is aware of itCreate a system that identifies the problems when they occurGo through the trouble of writing down how things should be doneSet aside time for people who demand more information

Suggestions of what to avoid:

Spend less time with people than you prefer toDo not take quality for granted - create a system that rewards qualityInterfere with the experts' work as little as possibleDo not assume that policies and procedures on quality is enough to achieve qualityBe careful not to implement bigger and bigger changesEncourage employees to analyse their own situation without saying what you think it isDo not make people compete too much

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Thank you Sam for participating in THE MarketingCompany's Sales Manager Profile Report .TM

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Documents

Sam Sample...Background of the Extended DISC Model Your Sales Manager Profile Report is based on behavioural theories that have been used for over 90 years. The power of this model