Ashley Logsdon

Keyword: Concluder

48 Days Sales Report

Friday, January 22, 2010

Introduction
toyourPersonalityReport

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.

Page 1 / 26

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

48 Days Sales Report

Friday, January 22, 2010

Introduction
toyourPersonalityReport

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

Doyouhaveanyfriendswhoaregreatcommunicators andfriendlytoeveryonetheymeet? Somepeopleareoptimistic,friendly,andtalkative. ThisistheIStyle

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

Haveyoueverworkedwithsomeonewhoenjoys gatheringfactsanddetailsandisthoroughinall activities? Somepeopleareprecise,sensitive,andanalytical. ThisistheCStyle

AshleyLogsdon

Thechartbelowhelpsputthefourdimensionsofthepersonalityinto perspective.

2009,PeopleKeys,Inc. Seeks
Strengths

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.

Description
understandingyourpersonalitystyle
Ashley'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 / 26
Highegostrength Influentialand motivating

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

Description
understandingyourpersonalitystyle
Ashley'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.

Sales
yoursalesstyle

AshleyLogsdon
Page 4 / 26

Sales
yoursalesstyle

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.

ConcluderSellingStrengths

l l l l l l l l l

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

2009,PeopleKeys,Inc.

Page 5 / 26

ConcluderSellingChallenges

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

ConcluderSellingStrengths

l l l l l l l l l

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

ConcluderSellingChallenges

l l l

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

l l l l

ConcluderBestSalesAttribute

Confidentsalespersonwhoisgoodataskingforthesaleandclosingquicklytoachieveresults

BestWaystoMotivatetheConcluderStyle

l 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.

BestWaystoManagetheConcluderStyle

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

l l l l

ManagingDISCSellingStylesOverview
Providingincentivesforasalesforceisoneofthemostdifficultthingsamanagerfaces.Usethisoverviewfordevelopingstrategiesfor salespeoplewithdifferentDISCpersonalitystyles.

EncouragingDStyle SalesPeople

EncouragingIStyle SalesPeople

EncouragingSStyle SalesPeople

EncouragingCStyle SalesPeople

Presentsalesobjectives inwriting
l

Befriendly,humorous andinformal
l

Providepractical, reliable,peoplefriendly productsandservicestosell

l

Helpthembuildtheir expertiseinakeyarea
l

Giveopportunitiestolead asalesteam
l

Activitiestosocialize andnetworkoutsidethe workplace

l

Makesuretheybuyin tostrategiesandplans
l

Keepinformedwith changesandpolicies
l

Largeandchallenging territories
l

Provideopportunitiesto closedeals
l

Giveopportunitiesto opendoorswithnew accounts

l

Showthemsincere appreciationfortheirhard work

l

Showrespect,give awardsandtitles
l

Emphasizesalaryover commission
l

Askfortheirinputon positioning product/services

l

Helptheminserving theirexistingaccounts
l

Recognizethemfortheir loyaltyandpatience
l

Giveadvancewarningof changes
l l

Emphasizecommission oversalary
l

Focusontheirstrengths andpositiveswhengiving feedback

l

Givethemattainable salesgoals
l

Allowthemtobecreative

Provideprospectswith largeupsidepotential
l

Emphasizecommission oversalary
l

Considerthemforlonger salescycles
l

Giveopportunitiesto developstrategiesandsolve problems

l

Letthemhelpwithnew productlaunchesnew marketsbuildingmarket share

l

Providesupportfordetail work,schedulingandtime management

l

Emphasizesalaryover commission
l

Providetoolsfor research
l

Constantlymotivateand keepmovingforward
l

Stroketheiregowith recognition,featurethemin anewsletter

l

Travelwiththesales agentandprovide constructivefeedback

l

Supplyqualityproducts tosell
l

Makethesalespersona partofasalesteam
l

Achanging,people orientedenvironment
l

Helpbuildtheirself esteemandconfidence
l

Providequality presentationandtechnical aids

l

Givethempersonal introductionsreferrals
l

Useaparticipatory managementstyle
l

Dontforcethemtocold call
l

Rewardthemfortheir loyalty,disciplineand perseverance

l

Allowthemfreedom fromcontrols
l

Providesupportfordetail work
l

Putprojectgoals, specificsanddeadlinesin writing

l

Provideprofessionaltools forpresentations
l

Allowthemtoservice existingaccountsratherthan opennewones

l

Evaluateintermsof theirresults,nottheir processes

l

Usepublicrecognition, rewards,flattery,andpraise
l

Helpthempreparetheir pitchinadvance
l

Letthemknowexactly whatisexpectedofthem
l

Takethemtolunch, provideoutsideactivitiesto influence

l

Giveopportunityfor publicspeakingorleading meetings

l

Giveflexibilityintheir scheduleforfamilytime
l

Givethemcreditfortheir hardwork
l

Makecallsjointlywith thesalesmanageroften
l

Providesales competitions 2009,PeopleKeys,Inc.

l

Opportunitytovoicetheir opinionandexpress themselves

l

Allowthemtheirown organizedandprivatespace
l l

Presentcriticismsand changessoftly
l

Givethemjobsecurity

Usetravelpackagesas rewards
l

Provideoutletsforfun andtravel
l l

Provideregularfeedback onperformance
l l

Page 7 / 26 Considerthemforlonger salescycles

l

Givethemfresh,new

Limitthenumberof

l l l

Provideotherstohelpwithtechnicalspecifics,customerserviceandfollowupafterthesale. Provideotherstohelpwithdetailedreports,recordkeeping,androutinetasks Givethemopportunityforpromotionorleadershiproles

ManagingDISCSellingStylesOverview
Providingincentivesforasalesforceisoneofthemostdifficultthingsamanagerfaces.Usethisoverviewfordevelopingstrategiesfor salespeoplewithdifferentDISCpersonalitystyles.

EncouragingDStyle SalesPeople

EncouragingIStyle SalesPeople

EncouragingSStyle SalesPeople

EncouragingCStyle SalesPeople

Presentsalesobjectives inwriting
l

Befriendly,humorous andinformal
l

Providepractical, reliable,peoplefriendly productsandservicestosell

l

Helpthembuildtheir expertiseinakeyarea
l

Giveopportunitiestolead asalesteam
l

Activitiestosocialize andnetworkoutsidethe workplace

l

Makesuretheybuyin tostrategiesandplans
l

Keepinformedwith changesandpolicies
l

Largeandchallenging territories
l

Provideopportunitiesto closedeals
l

Giveopportunitiesto opendoorswithnew accounts

l

Showthemsincere appreciationfortheirhard work

l

Showrespect,give awardsandtitles
l

Emphasizesalaryover commission
l

Askfortheirinputon positioning product/services

l

Helptheminserving theirexistingaccounts
l

Recognizethemfortheir loyaltyandpatience
l

Giveadvancewarningof changes
l l

Emphasizecommission oversalary
l

Focusontheirstrengths andpositiveswhengiving feedback

l

Givethemattainable salesgoals
l

Allowthemtobecreative

Provideprospectswith largeupsidepotential
l

Emphasizecommission oversalary
l

Considerthemforlonger salescycles
l

Giveopportunitiesto developstrategiesandsolve problems

l

Letthemhelpwithnew productlaunchesnew marketsbuildingmarket share

l

Providesupportfordetail work,schedulingandtime management

l

Emphasizesalaryover commission
l

Providetoolsfor research
l

Constantlymotivateand keepmovingforward
l

Stroketheiregowith recognition,featurethemin anewsletter

l

Travelwiththesales agentandprovide constructivefeedback

l

Supplyqualityproducts tosell
l

Makethesalespersona partofasalesteam
l

Achanging,people orientedenvironment
l

Helpbuildtheirself esteemandconfidence
l

Providequality presentationandtechnical aids

l

Givethempersonal introductionsreferrals
l

Useaparticipatory managementstyle
l

Dontforcethemtocold call
l

Rewardthemfortheir loyalty,disciplineand perseverance

l

Allowthemfreedom fromcontrols
l

Providesupportfordetail work
l

Putprojectgoals, specificsanddeadlinesin writing

l

Provideprofessionaltools forpresentations
l

Allowthemtoservice existingaccountsratherthan opennewones

l

Evaluateintermsof theirresults,nottheir processes

l

Usepublicrecognition, rewards,flattery,andpraise
l

Helpthempreparetheir pitchinadvance
l

Letthemknowexactly whatisexpectedofthem
l

Takethemtolunch, provideoutsideactivitiesto influence

l

Giveopportunityfor publicspeakingorleading meetings

l

Giveflexibilityintheir scheduleforfamilytime
l

Givethemcreditfortheir hardwork
l

Makecallsjointlywith thesalesmanageroften
l

Providesales competitions
l

Opportunitytovoicetheir opinionandexpress themselves

l

Allowthemtheirown organizedandprivatespace
l l

Presentcriticismsand changessoftly
l

Givethemjobsecurity

Usetravelpackagesas rewards
l

Provideoutletsforfun andtravel
l

Provideregularfeedback onperformance
l

Considerthemforlonger salescycles
l

Givethemproblemsto solve
l

Givethemfresh,new andexcitingproductsand services

l

Limitthenumberof aggressivepeopletheywill needtodealwith

l

2009,PeopleKeys,Inc. RecognizingYourCustomersBuyingStyle

Page 8 / 26

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

Givethemproblemsto solve
l

Givethemfresh,new andexcitingproductsand services

l

Limitthenumberof aggressivepeopletheywill needtodealwith

l

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

Ifyourcustomer...
l l l l l

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

Ifyourcustomer...
l l l l l

Ifyourcustomer...
l l l l l

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

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

SellingtoDstylecustomers
Theywant:Tangibleresults Stressors:BeingtakenadvantageofLossofcontrolLosingtothecompetition

2009,PeopleKeys,Inc.

Page 9 / 26

practicality,simplicityandtheirabilitytomaketheusermore secure

provenability,productwarrantees,comparisonsand informationavailable

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

SellingtoDstylecustomers
Theywant:Tangibleresults Stressors:BeingtakenadvantageofLossofcontrolLosingtothecompetition Adaptyourstyleusing:aBottomlinesellingstrategy
l 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

SellingtoIstylecustomers
Theywant:Anenjoyableexperience Stressors:RejectionLossofsocialacceptanceToomuchdetailwork Adaptyourstyleusing:aConversationalsellingstrategy
l 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

SellingtoSstylecustomers
Theywant:SecurityandPracticality Stressors:LossofsecurityLossofpersonalrelationshipsConfrontation Adaptyourstyleusing:aPersonalsellingstrategy
l l

Doshowsincereinterestinthemasaperson

Dobefriendly,personalandtrustworthy 2009,PeopleKeys,Inc. Dogivethemthefactsrelevanttotheirjob l

l l l

Page 10 / 26

Doprovidetheassurancestheyneed,concentrateonguaranteesorreturnoninvestment Dobeyourself,Sstylescanbeastutejudgesofcharacter Doclosewhenyoufeelyouhavetheirtrust

l l l

Dogivethemtheopportunitytospeakwithyourcustomerswhohavehadagoodexperience Dontgivethemtoomanyproductdetails Dogivethemliteratureanddetailsinwriting

SellingtoSstylecustomers
Theywant:SecurityandPracticality Stressors:LossofsecurityLossofpersonalrelationshipsConfrontation Adaptyourstyleusing:aPersonalsellingstrategy
l 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

SellingtoCstylecustomers
Theywant:FactsandCredibility Stressors:CriticismIncompletetasksPressuretochooseEmotionaldisplays Adaptyourstyleusing:aEvidenceandConfirmationsellingstrategy
l l l l l l l l l l l l

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

IncreasingSaleswithSpecificCustomers
Instructions:Fillintheworksheettohelpyoubetterrelateto(andbettersellto)customerswhoyoualreadyknow.
l l

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

CUSTOMERNAME

STYLEGUESSTIMATE (DISC)

ACTIONPLAN

1.

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3.

l l l

Doworktowardearningtheirtrustovertimebykeepingyourword Dontpressurethemtomakedecisionsonthespot Dontgetintheirpersonalspaceoraskpersonalquestionsunlesstheychoosetovolunteerthatinformation

IncreasingSaleswithSpecificCustomers
Instructions:Fillintheworksheettohelpyoubetterrelateto(andbettersellto)customerswhoyoualreadyknow.
l l

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

CUSTOMERNAME

STYLEGUESSTIMATE (DISC)

ACTIONPLAN

1.

2.

3.

4.

5.

6.

7.

Career
yourcareerstyle

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.

Career
yourcareerstyle

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

TipsforHighDPersonalityStylesintheWorkplace
Tipsforselfgrowthandtoenhancecommunicationintheworkplace: HighDWorkplace Characteristics Tipsforselfgrowthandtohelpyoubebetterunderstoodbyco workersofdifferentstyles
Mostotherstyles(especiallyCandSstyles)reallywanttoknowwhy.Offerrational,logical

DstendtosayDontask explanationstoteammembers,coworkersorassociates. why,justdoit.

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Dstendtobeblackand Blackandwhiteisbestusedinlawenforcementorthemilitary,butoftentherearegray whiteandquicktojudge situationswhichneedtobeinvestigatedormorefactscollectedbeforedeciding. ordecidewithoutallthe

HighDWorkplace Characteristics

Tipsforselfgrowthandtohelpyoubebetterunderstoodbyco workersofdifferentstyles
Mostotherstyles(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 14 / 26 stylesmayfeelrejectedandDandSstylesmayfeelcriticizedbyacurttoneorstrongbody 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.

HistoricalCharacters
historicalcharactermatches
HistoricalCharacters
BenjaminFranklin 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

2009,PeopleKeys,Inc.

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Dsarefastpacedand enjoychangesand challenges.

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

HistoricalCharacters
historicalcharactermatches
HistoricalCharacters
BenjaminFranklin 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

2009,PeopleKeys,Inc.

Communicating
withtheConcluderstyle

AshleyLogsdon
Page 16 / 26

Communicating
withtheConcluderstyle
Remember,aConcludermaywant:
l

AshleyLogsdon

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

Greatestfear:
l

Beingtakenadvantageof,beingtalkedabout

Communicating
withtheConcluderstyle

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

MotivationalCharacteristics
l 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

2009,PeopleKeys,Inc.

Communicating
withtheConcluderstyle

AshleyLogsdon
Page 17 / 26

Communicating
withtheConcluderstyle
Valuetothegroup:
l l l l

AshleyLogsdon

Bottomlineorganizer Highenergy,spursactivity Canmultitaskeasily Decisiveandgreatinacrisis

Communicating
withtheConcluderstyle

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

2009,PeopleKeys,Inc.

CommunicationTips
relatingtoothers

AshleyLogsdon
Page 18 / 26

CommunicationTips
relatingtoothers
YourDandIplottedabovethemidline,yourstyleisidentifiedbythekeyword Concluder. ThisnextsectionusesadjectivestodescribewhereyourDISCstylesareapproximatelyplottedon yourgraph.Thesedescriptivewordscorrelateasaroughapproximationtothevaluesofyour graph. DMeasureshowdecisive,authoritativeanddirectyoutypicallyare.Wordsthat maydescribetheintensityofyourDare:
l l l l l

AshleyLogsdon

CommunicationTips
relatingtoothers

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

2009,PeopleKeys,Inc.

CommunicationTips
howyoucommunicatewithothers

AshleyLogsdon
Page 19 / 26

CommunicationTips
howyoucommunicatewithothers
HowYouCommunicatewithOthers 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

Communicating
withothers

Speechisthemirror ofthesoulasaman speaks,soishe.

PubliliusSyros

2009,PeopleKeys,Inc.

CommunicationTips
compatibilityofyourbehavioralstyle

AshleyLogsdon
Page 20 / 26

CommunicationTips
compatibilityofyourbehavioralstyle
HowtheDCanEnhanceInteractionwithEachStyle 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

2009,PeopleKeys,Inc.

Communication
worksheet

AshleyLogsdon
Page 21 / 26

Communication
worksheet
CommunicationTipsWorksheet
Changesinyourgraphsindicateyourcopingmethods.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

Communication
worksheet

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?

2009,PeopleKeys,Inc.

PowerDISC
yourstrengthsinleadership

AshleyLogsdon
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Howcouldyourcopingmethodhelporhinderyouinmakingdecisions?Howcanyou usethisinformationtohelpyouseepossibleblindspotsinyourreactiontopressure?

PowerDISC
yourstrengthsinleadership

AshleyLogsdon

INFLUENCING
Yourmainfocusisoninfluencingothers,whichisgreatifyouarerunningforPresidentorwrapping upabigPRcampaign.Butifyouarenot,youneedtoevaluatewhetherornotyouareabittoo willingtomakeallthedecisionsanddelegatetoothers.Perhapslisteningalittlemoreandgetting othersmoreinvolvedinthedecisionmakingprocesswillmakeforabetterteamatmosphere.

DIRECTING
Youwereprobablyjustselectedtooverseeyetanotherproject,especiallyonethathasatight deadline.Yourteamvaluesyourworkethic.Youmayappearabitdistantattimes,butyour attentiontodetailandyourinnerdrivecausesotherstorespectyouandtoseethegreatvalueyou addtotheteam.Learntotaketimetogettoknowotherteammemberstimeinvestedin relationshipsisnottimewasted.

PROCESSING
Youarecomfortablesettingupandworkingthroughtheprocess,butreallyprefertobemoregoal andresultsoriented.Routinesbecomemonotonoustoyouandsometimesyoudesiretobemore spontaneousoroutgoing.

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

DETAILING
Youtendtofollowthroughonspecificdetailsthathavebeenrelayedtoyouasimportant.Innew areasyoumaynotseetheimportanceofcertainportionsoftheworkthatrequiremoreprecision andreview.Tryusingnewstrategiessuchasnotetaking,repetitionofthegoal,andaskingfor clarity.

CREATING
Youliketouseyourcreativitytoperfectbasicconceptsthatotherteammembersdevelop.Youcan overseeandhelpkeepaccountabilityinareasthatothersmaycompromise.

PERSISTING
Youareonethatcanworkthroughproblemsthatwouldsidetrackothers.Youhavedevelopeda focusedapproachthatwillnotbediverted.Youarewonderfulatstayingontaskandareself motivated.Youareabletosticktothemission.Youhaveperseverancethatotherswishtheyhad. Taketimetosaythelittlethingsthatwillmakeothersknowyoucareaboutthem.

RELATING
Youvaluerelationshipsandknowwhatittakestonurturethem.Yougooutofyourwaytomake newteammembersfeelwelcomeandwanttobeincluded.

2009,PeopleKeys,Inc.

ScoringData
graphpage

AshleyLogsdon
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ScoringData
graphpage

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

ActionPlan
improvingyourinterpersonalskills
ActionPlan:ImprovingYourInterpersonalSkills AshleysActionPlan
Thisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.

AshleyLogsdon

ActionPlan
improvinginterpersonalskills

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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ActionPlan
improvingyourinterpersonalskills
ActionPlan:ImprovingYourInterpersonalSkills AshleysActionPlan
Thisworksheetisatooltoenableeffectivecommunicationbetweenyouandotherswithwhom youinteractonaregularbasis.Thegoalistohelpyoumaximizeyourstrengthsandminimizethe effectsofpotentiallimitations.Itaddressesworkrelatedandgeneralcharacteristicsthatare commontoyourstyleasawhole,andisnotderiveddirectlyfromyourgraphs. Thissectiongivesyouanopportunitytositdownwithacoworker,employer,friend,spouse, etc.,andassessyourpersonalitystyle,gettingfeedbackfromsomeonewhoknowsyouwell. Althoughdoingsoisbeneficial,itisnotrequiredtohaveanyoneelsepresentwhilecompleting thissection.Ifyouchoosetogetfeedbackfromanother,youmayprintthereportanddosothat way.

AshleyLogsdon

ActionPlan
improvinginterpersonalskills

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

2009,PeopleKeys,Inc.

ActionPlan
improvingyourinterpersonalskills

AshleyLogsdon
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ActionPlan
improvingyourinterpersonalskills
Step2: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:

SpecificactionsIwilltakeonthisiteminthenext60to90days:

ReviewDate:

3.

ThethirditemuponwhichIwillfocus:

Specificstoaddress:

SpecificactionsIwilltakeonthisiteminthenext60to90days:

ReviewDate:

2009,PeopleKeys,Inc.

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