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

2.  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. The DISC Model is

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

4.  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. DISC Model Attributes

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

6. 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. Four Dimensions of Normal Behavior DISC Behavioral Profile

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

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

9. Ambitious Results Oriented Forceful Aggressive, Fast Moving Decisive Driver Communication Style Direct Approach, Businesslike 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 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

10. Expressive Friendly & Outgoing Charming Stimulating Enthusiastic Interactive Communication Style Expressive, Friendly & Open 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 What did they say? Share personal feelings Tell stories, anecdotes Informal speech, digresses Express opinions Flexible time perspective People oriented humor

11. Amiable & Easy-going Modest Cooperative Systematic Reliable Supporter Communication Style Indirect Approach, Relaxed & Cooperative 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 What did they say? Ask more than state Listen more than talk Reserve opinions Less verbal communication Family oriented humor

12. Analytical Deliberative Precise & Factual Logical & Orderly Careful Cautious Communication Style Indirect, Emotional Master, Task Oriented 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 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

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

14.  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. DISC Model: Managerial Benefits

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

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

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

19.  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. Business Development: Bridging the “C-D” Gap

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