Has your sales approach ever succeeded with one person, then “bombed out” with the very next prospect? We all have experienced this and shrugged it off thinking, “That’s just the way it is.”
However, things do not have to be that way. Nearly every sales interaction with each prospect can be a success… if you know how to adapt to different buying styles!
If you are interested in improving your sales results—immediately—we recommend that you start by taking the DISC Sales online assessment first, so you can practice the proven techniques described within the report.
You’ll first discover the strengths and weaknesses of your DISC behavioral style. The DISC Sales report will then help you to hone your ability to recognize the “style mode” being displayed by another person so you can then make small adaptations in the pace and focus of the conversation, which is the quickest, surest path to sales mastery!
There are five definable phases to most every buying cycle (see the five phases below in part II of the report outline). Successfully guiding prospects through each phase will lead to more and better sales and positive outcomes for both of you.
The DISC Sales online assessment is a resource for individuals and organizations desiring to improve sales and service performance and to positively persuade other people.
Unlike many other behavioral assessments, our 34-page reports are as much prescriptive as they are descriptive! In other words, we spend as much time teaching you how to improve your own productivity and interpersonal interactions as we do describing your natural DISC behavioral style. We realize that you are about to invest money and time in our online assessment, so we want you to come away with fast, effective learning strategies that get you results immediately. The DISC Sales report has two parts:
PART I – UNDERSTANDING YOURSELF
- Your DISC Graphs
- Your Behavioral Style Overview
- Strengths and Struggles
- Management Strategies
- What Motivates Your Style
- Work Preferences for Your Style
- Communication Tips for Others
- Summary of Your Style
PART II – APPLICATION OF DISC STYLES
- Application, Application, Application
- The Four Basic DISCstyles Overview Chart
- How To Identify Another Person’s Behavioral Style
- What is Behavioral Adaptability?
- How to Modify Your Directness and Openness
- Tension Among the Styles
- Action Plans With All Four Styles
- Building And Maintaining Rapport Throughout The Selling Cycle
- Phase 1: Building Rapport During Initial Contact
- Phase 2: Maintaining Rapport in the Exploring Stage
- Phase 3: Maintaining Rapport in the Collaborating Stage
- Phase 4: Maintaining Rapport in the Confirming Stage
- Phase 5: Maintaining Rapport in the Assuring Stage
- Summary of Selling Each IDSC Style in Each Phase of the Sales Process
The DISC Styles Assessment is valuable for individuals and all types of organizations; public or private, large or small.
Our proven, scientific measurement tool will assist you in specific areas that directly impact productivity:
- Improving Executive Team Performance
- Developing Sales Leaders
- Making Smarter Hiring Decisions of Sales Reps
- Increasing Employee Retention
- Leading People More Effectively Through Improved Communication
- Increasing Profitability
- Growing Sales
If your bank credited your personal account with $480.00 every morning and then cancelled whatever part of the amount that you failed to use by 5:00 or 6:00 P.M., what would you do? Draw out every dollar and cent, of course!
Well, Time is like that bank: Every morning, we are each credited with 480 minutes in an eight hour work day, and 1,440 minutes in a 24-hour period. Every night, our “time bank” writes off as lost whatever we have failed to invest in a good purpose. It carries no balance forward and allows no overdrafts. Each new day, it opens a new account with us, and each night it burns the record for the day.
If we fail to use the day’s deposit, the loss is all ours. There is no going back, no drawing against tomorrow. We must live in the present—on today’s deposit. Invest in it to get the utmost in health, happiness, education, and service, and anything else that is valuable to you.
The Time-Management Effectiveness Profile has been designed to help individuals make the most of their time-bank investment. As such, it is intended to provide a useful way for the individual to rate themselves in a number of competency areas widely considered to be relevant to managing time well. This questionnaire is divided into seven segments that constitute an overall time-management “profile.” These are:
- Organizational Ability
- Stress Management
- Managing Interruptions
Don’t be cavalier in protecting your most valuable asset: Time!
Many experts believe that we retain only about 20% of what we hear. Listening becomes a real challenge, then, if we are trying to relate to others effectively or trying to do our job well. The average person can think four times faster than they talk or hear another person talking; this gives the individual 45 seconds in every minute for their mind to drift off and think about anything other than what the other person is saying.
Listening skills are a vital part of the oral communication process. As an active and attentive listener, you learn to hear what people are really saying. Good listening requires energy – we hear the speaker, we select information, we interpret information, and we respond in just a few seconds.
Working at being a good listener is just as important as making your ideas understandable to others. Most of us think of listening as a passive activity where we take in information sent by others. But active listeners are good at concentrating on the communication process (their own process and that of the other person). Active listeners are simply good concentrators.
Everyone understands the importance of good listening. At work, listening is important to our performance and the quality of our efforts. If we fail to hear instructions correctly, mistakes can cost time and money. If we fail to listen to clients’ complaints, our organization will lose business. Like skills for any other competency, listening skills need to be practiced in order to be mastered.
This Listening Effectiveness assessment will help you understand more about your relative listening skills. Research has shown that there are seven competency areas measured in the LISEP that contribute to good (or bad) listening. These are:
- Creating a Conducive Climate
- Showing Positive Interest
- “Reading” the Speaker
- Paying Attention and Concentrating
- Understanding and Reflecting the Message
The first of these (Predisposition/Temperament) is different than the other six because it has an impact on all the other categories: An individual commitment to want to listen and a belief that listening is critically important are directly related to Predisposition and Temperament.
When you become an effective listener, your personal relationships will improve, more prospects will ask to become your customers, and your leaders will find ways to promote and reward you!
The Influencing Style assessment is a psychometric instrument that has been designed to help you identify the way you influence others at work.
- This assessment determines the degree to which you use each of four influencing strategies with the emphasis on strengthening your weakest influencing styles and understanding when each style is most appropriate.
When to Use the Influencing Styles Clock
- With any employees who need to learn how they influence others in order to improve their effectiveness in the workplace.
- With team leaders, internal consultants, trainers and project managers or others who need to influence without direct authority.
- With sales and customer service people who need to influence customers and recognize the best influencing strategy to use with an individual customer.
- As an introductory training activity on Influencing styles to teach participants about their own predispositions and how to use all influencing styles when they are most appropriate.
- As the center piece of a 1-day facilitated training workshop on influencing styles.
- Influencing Styles Clock feedback report — displays the participant’s primary and secondary influencing styles. The report provides positive uses for each of the four influencing styles, information on applying influencing styles and how to develop your less used influencing styles.
- Easy to administer – The online administrative component is easy for both administrators and participants, yet provides administrators key control over the distribution of results.
- Relevant feedback – In addition to your specific profile information the feedback report contains an Individual Development Plan template that can be used individually or in a class for setting goals, recording development actions, and progress toward goals.
- Measures 4 Influencing styles through 32 items, and provides a wealth of information on how to apply influencing styles more effectively and use all 4 influencing styles when each is most appropriate.
- Worded in simple, understandable and behavioral terms allowing any participant, regardless of education or English language proficiency, to understand and provide accurate ratings.
- The report is broken into ten smaller reports. Reports begin with an introduction to Influencing styles followed by your individual assessment results and then detailed explanations of how to use your style information.
Sales Skills Assessment – formerly called Sales Strategy Index –
This assessment is specially designed for outside sales. Sales Skills
Index helps to ensure that your sales personal will handle each sales opportunity correctly.
Sales Skills Index C
overs 7 Different Steps in the Sales Process:
- First Impressions / Greeting
- Qualifying / Questions
The Success Insights Sales Skills Index assessment presents questions that portray “real life” sales situations. Each situation has 4 alternative ways to be handled.
The Sales Skills Index report shows the individual’s strengths, weaknesses and how well they understood sales strategy in the 7 categories.
The report shows:
- Analysis by Category
- Question / Strategy Analysis
- Primary Effectiveness Rating of individual’s understanding of the most effective sales strategy
- Primary & Secondary Effectiveness Rating of individual’s overall knowledge of the most
- and second most effective sales strategies
- Understanding What Not To Do in a given sales situation
Sales Skills Index Benefits
- Identifies new sales applicant’s strengths and weaknesses
- Identifies the sales strategy knowledge areas that are needed to sell a specific product or service in a given market
- Simplifies sales training and sales coaching
- Allows managing and coaching to be focused on areas that produce results
Tailor Coaching and Training Efforts
Coaching and managing can be tailored to the different needs of each salesperson after your sales force has completed the Sales Skills Index assessment. It can be used as both a before and after measurement, complementing all other sales performance material.
How ready are You for Sales Opportunities?
How ready is Your Sales Team (compared to competitors) for the Emerging Sales Opportunities in today’s economy?
Sales success requires that you be highly effective in two areas:
• Making sales
• Managing yourself as a sales person
There are a multitude of skills, behaviors, knowledge and attitudes involved in any successful sales career. To know how to improve your own sales performance requires that you look at all of them from time to time. The Sales Effectiveness 360 is your tool for doing a quick self-assessment and for gaining the input of others as well.
This instrument consists of a simple set of 32 questions that guide you in assessing each of the eight primary sales competencies. A sales “competency” is a category of selling proficiency that contains a number of different skill and knowledge components. All eight competencies combine to provide an overview of your selling effectiveness.
Four questions explore each competency from a variety of perspectives. For example: in “preparation” the competency is explored by questions related to Sales Preparation as well as Self Preparation. Sales preparation is addressed externally, outside your own company, and internally, within your company. Self-preparation is addressed from the standpoint of mental preparation and physical preparation. A similar pattern is applied to all eight competencies.
What this means to you is that when you want to increase your sales results, rather than just making more calls or being more persuasive in your presentations, you can identify exactly which of the 32 aspects of selling on which to focus. You can be surgical in your focus rather than general. For example: Your limiting factor may be in who you have targeted as prospects or in how you are trying to build credibility with them. Alternatively, it may be in the questions you are asking to determine a prospect’s needs or even in the way you answer questions.
By assessing your sales effectiveness in each area, you will gain an overview that allows you to be a much better self-manager as well as a better sales person.
This Sales Effectiveness 360 assessment should be done at least three times each year. As you master one area of selling, another area might need your attention. Nobody can attend to all areas all of the time, so occasional check-ups will make a big difference in keeping you in a constant state of improvement.
The Observer component of the SE360 is of big value. By seeking an assessment from others, i.e., a sales coach, manager, coworker, friend or key client, you will expand your awareness profoundly. Even though you may know yourself very well, the observations of others about your skills or behaviors can tell you much that would never have occurred to you by using only your own point of view.
Three possible outcomes will be evident in your SE360. When you see the chart displaying your self-assessment side by side with the assessments from your observers, you will see:
1. Areas on which you agree that things are going fine
2. Areas on which you agree that improvement is needed
3. Areas on which you disagree about the need
With the agreement that things are fine, your best path is to continue as is. With the agreement that improvement is needed, your next step is to decide specifically what and how to improve. In addition, with disagreement as to whether improvement is needed or not, you can focus on exploring the situation to see whose view is most accurate.
The major aspects of each sales area are identified for you in this report and are directly related to each of the 32 key areas of sales effectiveness.
For the upper-level Sales Leader or Executive: determine your organization’s overall sales effectiveness and identify the training that is most needed by having each of your sales people complete an assessment.
As a Supervisor or Sales Manager: you can use SalesEffectiveness360 in a coaching interview showing your observations alongside a candidate’s self-assessment to determine exactly which aspects of sales effectiveness they need. You can be surgical in your coaching, rather than general.
As a new or veteran Sales Professional: you will learn more about your effectiveness in all aspects of selling and you’ll have a clear idea of which skills to refine first.
The Assessment takes approximately 10 minutes to complete.