When Business Relationships Debits and Credits Don’t Equal: The DISC Model

1. When Business Relationships Debits and Credits Don’t Equal: The DISC Model

2. The DISC Model is • A systematic way of describing an individual’s personal characteristics of behavior. • A universal language of observable human behavior. • A way to better understand ourselves and others.

3. The DISC Model is not • A measure of one’s intelligence. • An indicator of one’s values. • A measurement of skills or experience. • A measurement of education or training.

4. DISC Model Attributes • Everyone can be trained to use it. • It is universal, all people fit into it. • It is neutral. • We all share some of the same characteristics.

5. Benefits of Learning and Using DISC • Gaining commitment by blending styles. • Building effective teams. • Resolving and preventing conflicts. • Gaining credibility.

6. DISC Behavioral Profile Four Dimensions of Normal Behavior • Dominance (“D” Factor) - How you handle problems and challenges. • Influence (“I” Factor) - How you handle people and influence others. • Steadiness (“S” Factor) - How you handle change and pace yourself. • Compliance (“C” Factor) - How you handle rules and procedures set by others.

7. DISC Stylesthe manner in which one approaches people, events and situations I Style: Influence / Interactive Expressive Friendly & Outgoing Charming Stimulating Enthusiastic D Style: Dominance / Driver Ambitious Results Oriented Forceful Aggressive, Fast Moving Decisive

8. DISC Styles (continued) C Style: Cautious / Analytic Analytical Deliberative Precise & Factual Logical & Orderly Careful S Style: Supportive / Cooperative Amiable & Easy-going Modest Cooperative Systematic Reliable

9. Driver Communication StyleDirect Approach, Businesslike Ambitious Results Oriented Forceful Aggressive, Fast Moving Decisive • What did they say? • State more than ask • Talk more than listen • Make strong statements • Blunt and to the point • Sarcastic Humor • Primarily verbal, not written • How did they sound? • More forceful tone • More vocal variety • Communicate readily • High volume, fast speech • Challenging intonation • What did you see them do? • Gesture to emphasize points • Display impatience • Fast moving body language • Firm handshake • Good clothing, but functional

10. Interactive Communication StyleExpressive, Friendly & Open Expressive Friendly & Outgoing Charming Stimulating Enthusiastic • What did they say? • Share personal feelings • Tell stories, anecdotes • Informal speech, digresses • Express opinions • Flexible time perspective • People oriented humor • How did they sound? • Lots of inflection • More pitch variation • More variety in quality • Dramatic • High volume, fast speech • What did you see them do? • Animated facial expressions • Eye contact when listening • Much hand/body movement • Contact oriented • Spontaneous actions • Stylish & Fashionably Dressed

11. Supporter Communication StyleIndirect Approach, Relaxed & Cooperative Amiable & Easy-going Modest Cooperative Systematic Reliable • What did they say? • Ask more than state • Listen more than talk • Reserve opinions • Less verbal communication • Family oriented humor • How did they sound? • Supporter, even delivery • Less forceful tone • Lower, quieter volume • Slower rate of speech • What did you see them do? • Exhibit Supporter, patient demeanor • Intermittent eye contact • Gentle handshake • Slower moving body language • Capitulate when challenged--keep peace • Dress code at most casual attire

12. Cautious Communication StyleIndirect, Emotional Master, Task Oriented • What did they say? • Fact & task-oriented • Limited sharing of feelings • More formal & proper • Focused conversation • Dry Humor, Surprises of Wit • Less verbal, more written Analytical Deliberative Precise & Factual Logical & Orderly Careful • How did they sound? • Little inflection • Few pitch variations • Less quality variety • Supporter, monotone delivery • Lower volume • What did you see them do? • Few facial expressions • Non-contact oriented • Few gestures • Slower moving • Conservative attire

13. Perceptual Reality DISC Style Intent Versus Impact Dominance / Driver • High D’s see themselves as: Driving Pioneering Aggressive Assertive Competitive Positive Decisive Independent Efficient Practical Influence / Interaction Intention Impact Intention Impact • Other Styles see High I’s • Self-Promoting • Impulsive • Superficial • Unrealistic • Poor Listener • Conceited • Glib • Manipulative • Self-Centered • Naive • Other Styles see High D’s • Dictatorial • Arrogant • Belligerent • Demanding • Nervy • Harsh • Pushy • Dominating • Hasty • Severe • High I’s see themselves as: • Stimulating • Enthusiastic • Outgoing • Optimistic • Dramatic • Charismatic • Gregarious • Persuasive • Confident • Trusting Perceptual Lens Perceptual Lens Intention Impact Intention Impact • Other Styles see High S’s • Lackadaisical • Indifferent • Possessive • Unimaginative • Plodding • Complacent • Non-demonstrative • Smug • Overly-lenient • Apathetic • Slow • High C’s see themselves as: • Precise • Thorough • Systematic • Adaptable • Agreeable • Well-prepared • Orderly • Accurate • Careful • Logical • Other Styles see High C’s • Nit-picky • Obsessive • Compulsive • Weak/dependent • Indecisive • Analysis paralysis • Too cautious • Worrisome • Lack Spontaneity • Detached • High S’s see themselves as: • Easy-Going • Accommodating • Supportive • Willing • Dependable • Reliable • Agreeable • Calm • Warm • Patient • Persistent Perceptual Lens Perceptual Lens Cautious / Analytical Supportive / Cooperative

14. DISC Model:Managerial Benefits • Understand each employee’s style. • Learn how to best relate to that style. • Understand how different styles learn, adapt, and accept change. • How to motivate employees.

15. Personnel Productivity Leveraging DISC Styles for High Performance • Create job benchmarks for each position • Define style traits that will lead to success. • Hire individual who demonstrates required style traits. • Redeploy mismatched employees.

16. DISC Model:Business Development Benefits • Insight to target client’s style. • Ability to speak into target client’s listening. • Improve customer service. • Precise solution presentation.

17. Business Development:CPA Pursuit of Entrepreneurs • Typical CPA is a High “C”. • Typical entrepreneur is a High “D”. • How do you bridge the two styles?

18. Business Development Navigating DISC Styles for Client Acquisition Dominance / Driver • High D’s see themselves as: Driving Pioneering Aggressive Assertive Competitive Positive Decisive Independent Efficient Practical Influence / Interaction Intention Impact Intention Impact • Other Styles see High I’s • Self-Promoting • Impulsive • Superficial • Unrealistic • Poor Listener • Conceited • Glib • Manipulative • Self-Centered • Naive • Other Styles see High D’s • Dictatorial • Arrogant • Belligerent • Demanding • Nervy • Harsh • Pushy • Dominating • Hasty • Severe • High I’s see themselves as: • Stimulating • Enthusiastic • Outgoing • Optimistic • Dramatic • Charismatic • Gregarious • Persuasive • Confident • Trusting Perceptual Lens Perceptual Lens Intention Impact Intention Impact • Other Styles see High S’s • Lackadaisical • Indifferent • Possessive • Unimaginative • Plodding • Complacent • Non-demonstrative • Smug • Overly-lenient • Apathetic • Slow • High C’s see themselves as: • Precise • Thorough • Systematic • Adaptable • Agreeable • Well-prepared • Orderly • Accurate • Careful • Logical • Other Styles see High C’s • Nit-picky • Obsessive • Compulsive • Weak/dependent • Indecisive • Analysis paralysis • Too cautious • Worrisome • Lack Spontaneity • Detached • High S’s see themselves as: • Easy-Going • Accommodating • Supportive • Willing • Dependable • Reliable • Agreeable • Calm • Warm • Patient • Persistent Perceptual Lens Perceptual Lens Cautious / Analytical Supportive / Cooperative

19. Business Development: Bridging the “C-D” Gap • To be more effective C’s need to: • Develop a tolerance for conflict and avoid Win/Lose thinking. • Be brief and substantive. • Learn to “see the forest from the trees” and express verbally. • Don’t inundate with lots of facts and figures. • Start conversation with business, minimize chatting. • Ask questions, they will tell you what they want. • Emphasize results and the bottom line. • Demonstrate competence.

20. Personal Use of DISC Model • Deeper understanding of your spouse. • Strengthen bond with siblings. • Increase communication with neighbors.