David Delgado Coaching

High D                            Try to be more assertive and confident in your sales pitch.  Don’t be intimidated by the strong-will, challenging D.

High I                               You may not like the overly-friendly I, particularly if he/she is a time waster.  Overall, however, you will get along fairly well.  Let the I talk, but keep control of the meeting’s direction.

High S                               Provide assurances.  Don’t forget to move to closure.

High C                              Don’t be intimidated by the C’s challenges and skepticism.  Your style of not moving too quickly will appeal to C.

High D                              Don’t overwhelm the D with all these facts & figures.  Just hit the high points, concentrate on results & achievements of goals.

High I                               Resist the urge to lay all those facts on the I.  Be willing to chat.  Show enthusiasm.

High S                              Don’t talk too fast.  Give the S time to digest the facts.  Don’t be too businesslike and factual.  Let the S talk about the family.

High C                             You’ll see eye to eye.  The C will appreciate your thoroughness and your pace.

•Sell yourself first.  You must win the High S as a friend.

•Take a sincere, personal interest in the buyer as a person.

•Take the time to build a relationship; find common interests.

•Develop trust, friendship, and credibility slowly.

•Focus on your reliability and loyalty.

•Communicate regularly; make repeat visits.

•Why should I change?  I’ve bought from XYZ for years with good service. (New Customer)

•What’s the price?  I always buy on your recommendations.  (Old Customer)

•Why have you changed the product (or service)?  I was getting used to it the way it was.

•Can I still get the old version?

•If I buy today, can I be sure of delivery in three months?

•Can you call me back in a week?  I’d like to check with some other people.

•How long has this been on the market?

•Will it fit within my established procedures and guidelines?

•Can you put your offer in writing?

•How can this product meet my needs?

•How does it work?

•How can I be sure?

•1.  Count all the Most D’s which you marked.  Record the total in the block above, next to D (Dominance) and under M (Most).  Next, count all the Least D’s which you marked and record the total in the block above, next to D (Dominance) and under L (Least).

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•2.  Repeat this for I,S, and C.

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•3.  Subtract the Least from the Most to get the result of the Average column.  If the Most is larger than Least, then the Average will be a plus answer.  If the Least is larger than the Most, the the Average column will be a negative answer.

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•4.  The four lines on the graphs are DISC, respectively.  There are separate graphs for Male and Female, so plot your scores on the correct one.  Make a small circle around the appropriate number on the appropriate graph (if you do not find the exact number, interpolate) and are plotted on the (L) graph; the Most on the (M) graph, and the Average on the (A) graph.

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     IMPORTANT:  The L column, the Private Concept is the Real You.  The M column, the Projected Concept, is the mask you wear, if any, and The A column, the Public Concept, is the average of the other two.  The graph in the Average column can be thought of as the behavior a casual acquaintances might observe on a given day, and presume to be the real you.

The purpose of this section, “Understanding Yourself and Then Others”, is to give you a better understanding of your own “Personal Concept” (behavior).  With this understanding, hopefully you can go on to better understand your leadership style, your impact on others, behavior components of various jobs, and perhaps most importantly – to learn how to hire the right people.

In your life you may play many roles, such as the “worker”, “parent”, “customer”, “athlete”, “lover”, and so on and you will many times create a different impression in each one.

But people do not seem to go through life consciously and deliberately faking.  Psychologists who studied people as they went from role to role found that most subjects felt they were presenting true and accurate pictures of themselves from moment to moment.  Apparently, individuals are capable of wide ranges of behavior, depending on the context.  They may appear dominant and powerful in one setting and weak and submissive in another.  Yet, in all settings, people usually FEEL that they are honest and authentic.  The implication is that people have many potential ways of acting that are often inconsistent and unrelated to one another.  At any particular moment they are aware of only small numbers of these ways and are thereby to feel true to themselves.  People are convinced by their momentary thoughts and actions that they truly are what they seem to be.  In effect, human beings tend to believe their own performance.

The idea that all people are acting a good deal of the time is not hard to accept.  But it is hard to accept that they are acting ALL the time.  Surely, there is a person behind the act, a person who is being more of less truthful about him/herself.

But what is the true self?  Psychologists have found this question difficult to answer.  They have learned, however, that the way a person views him/herself – his/her Private Concept – is affected by the performance she/he puts on and by the reactions other people have to those performances.

It appears that many people are only able to see themselves through the eyes of others.  It is therefore not hard to see why they have such a strong need for social approval.  If they find themselves the frequent object of disapproval, they must inevitably think badly of themselves (Private Concept).  To avoid such disapproval, they may behave the way they think others expect them to behave (Projected Concept).

When people put on performances, they often deceive themselves as well as their audiences.  If someone tries to impress others with how intelligent and reliable she/he is and they react favorably, she/he will start thinking she/he is smart, even though she/he may have previously have felt that he/she was not very bright.  This behavior, observed by a casual acquaintance on a given day, we call the Public Concept.

In addition, people usually try to fit their Private Concept and their Roles (mask) together.  For example, a person who sees himself as a quiet, studious type will try to find an occupation – such as a librarian – that fits the image.  He will then act even more like a quiet, studious person because he feels that such behavior is expected of a librarian.