The Insights Discovery System

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The Insights Discovery Systemhttp://www.insightsdenver.com/system/index.html

The Insights Discovery System is a comprehensive system focused on improving personal,team and organizational effectiveness. Based on pioneering work on Psychological Type byDr. Carl G. Jung, the Insights Discovery System was developed by Andrew Lothian, Chairman of

Insights L & D, in 1994 to be a practical application of Jungian Psychology focused on theworkplace.

Each person is unique and brings different styles, needs and expectations to the workplace. Inthese differences lie great strengths. The Insights Discovery System helps an individualunderstand more about themselves and others and how to bring those together to achieve theaims of the organization. It provides a simple framework and common language that allowspeople to communicate much more effectively both inside and outside the organization.

This Insights Discovery System is built on apowerful, next generation software platform. TheInsights Evaluator is web-based and requires only about 30 minutes to complete. Reports can begenerated very rapidly and require only minimal interpretation. All this makes the system fast,easy-to-use and very cost effective.

The Insights Discovery System is available in most major languages and Insights Learning andDevelopment has excellent support globally.

The Insights ModelThe Insights Discovery Model is a complete psychometric system that is the result of hundreds ofthousands of hours of research and development. The original basis for the Insights Model is thework of Swiss psychologist Carl Jung. His 1921 'Psychological Types' formed the basis forextensive subsequent research, and many psychological tests and instruments. Based on Jung'swork and that of his protgs, notably Jolande Jacobi, Andrew Lothian has coordinatedthousands of hours of research to develop the current Insights Model.

Research continues world-wide, at several universities. The system is constantly improved and

updated. Insights is currently the subject of two doctoral dissertations. At a practical level, theeffectiveness of the system is tested and validated daily by the organizations using the software,reports and training materials

Jungian Preferences

In his pioneering work 'Psychological Types', Dr. Carl G. Jung suggested that people havedifferent preferences which give them a different perspective on situations. These differentperspectives and 'attitudes' are now seen as highly relevant to understanding organizational andcultural requirements and the needs of people in relation to motivation and leadership. Theunderstanding of individual differences that Insights provides is fundamental to improvingcommunication, co-operation and building effective and high morale teams.

The Attitudes: Introversion & ExtraversionPeople differ in their preference concerning their interest in the external world as opposed to the'internal' world. It was Carl Jung who coined the now popular terms 'Extraversion' and'Introversion' to describe these different attitudes. He highlighted the fact that although a personmay prefer Extraversion, they also need to pay attention to their inner world and can also requireto be Introverted, depending on the circumstances. Jung's theory postulated the concept thatpersonal development emanates primarily from self understanding.
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The Irrational Functions: Sensing & IntuitionJung also discovered that people pay attention and absorb information in different ways. Hesuggested that people either take notice through their senses, in which instance they would havea preference for 'Sensing'; or they could be influenced more by general impressions and patterns,using 'Intuition'.

The Rational Functions: Thinking & FeelingJung discovered that there were two main ways people employ in making decisions. One of theseways is to use logical analysis in a detached and impersonal way; and the other by coming todecisions in a subjective and involved manner. The impersonal manner he called 'Thinking'; themore subjective manner he called 'Feeling'.

By taking each of the four processes - Sensing, Intuition, Thinking and Feeling - and linking eachof them to Extraversion or Introversion, in 'Psychological Types' Jung identified his eightpersonality combinations in 1921. Dr. Jolande Jacobi, in 1942, presented these Jungian types ina wheel form to assist in their understanding.

The Insights Eight-Type Wheel is a faithful reproduction of the Jacobi-Jungian insight of over 50years ago. It combines all of the Insights Color Energies with the Jungian Preferences. Yourpreferences are reflected in your individual Insights Discovery report. The Insights wheel of 56

types extends to all the possible Jung Types that can be formed without deviating from Jung'sprinciples.

Insights Color EnergiesFour quadrant behavioral models have existed since Hippocrates, in 500 BC, identified the four

'humors'. The Insights system uses four fundamental color energies to represent characteristics,behavioral style and needs. All energies have equal value. Every individual possesses and usesall four energies in different combinations and in varying intensities. The combinations of theseenergies form the basis of the power of the Insights System.


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Insights 8 Types

The DirectorFiery Red, Extraverted ThinkingDirectors are forceful, decisive and dominant persons who tend to be strong individualists. Theyare forward-looking, progressive and compete to achieve their goals. Strong willed, they have awide range of interests. They are logical and incisive in problem solving. Directors will generatequick, imaginative and unusual solutions. They have difficulties with others and they can be seenas cold, blunt and over bearing. They tend to be self-centred and lacking in empathy and can becritical and fault finding when standards are not met. Directors may push out parameters and maybe dissatisfied with routine work. Directors like freedom from controls, supervision and details.They prefer an ever-changing environment and enjoy the unusual and adventurous. Impatientthey and want to find the answers for themselves. They seek authority and 'important'assignments. Directors may need to learn to understand the negative impact they can have onother people. They enjoy new and stimulating assignments that will challenge them. Others maysee Directors as uncaring and selfish. The Director is Jung's Extraverted (or Intuitive Speculative)Thinking type.

The MotivatorRed/Yellow, Extraverted IntuitionMotivators have the ability to value equally results and people. They are natural participativepersons who work well with others. Motivators dislike detailed work but may do it to achieve aspecific objective. Networking and the respect of people are important to Motivators. They aregood decision makers who consider others in making unpopular decisions. They enjoy publicrecognition and work assignments which they believe makes them look good. However, they maybe too optimistic about what they and other people can produce. Motivators are socially assertiveand typically good communicators, and can lead and inspire others. They may be difficult tomanage. Motivators are not natural administrators. Some people see them as dynamicpersonalities with a great deal of enthusiasm, while others see them as indiscreet and often hastyindividuals. Motivators need a variety of activities and the opportunity of working in a futureorientated environment. They like work to keep going and the chance to travel. Challenge andopportunities are key to their success. They may become 'workaholics' if not aware of their limits.

The Motivator is Jung's Extraverted Intuitive type.The Inspirer

Sunshine Yellow, Extraverted FeelingInspirers are outgoing and enthusiastic, seeking favorable social environments where they candevelop and maintain networks and contacts. They are able to create enthusiasm in others fortheir own cause and have a wide network of acquaintances who provide an active basis for doingbusiness. Socially adept, Inspirers develop friendships easily, and usually do not antagonizeothers intentionally. Verbally effusive, they are good at promoting their own ideas. Inspirers' widerange of contacts often have the capacity to help them. Inspirers tend to misjudge the abilities ofself and others. Usually, but not if they are upset, they are optimistic and see the good in mostpeople and situations. Inspirers may leap to favorable conclusions without all the information. Toothers they may appear inconsistent. Democratic supervision helps to develop their objectivity.Controlling and planning their time may be rather difficult. Inspirers should remind themselves of

the urgency of accomplishing a task and limit the time they articulate their views. The Inspirer isJung's Extraverted (or Intuitive) Feeling type.The HelperYellow/Green, FeelingHelpers are warm, understanding and sociable individuals who strive for positive relationshipswith people both at work and at home. They are ambitious for others and work through people toget the job done. Displaying the gift of both introversion and extraversion. They are sensitive toothers and work well in a team situation. However, they may take criticism personally and find itdifficult to become authoritative over others when necessary. They may find it difficult to make


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decisions without consultation. Because people are more important to Helpers than theaccomplishment of tasks 'the end may not justify the means', in their opinion. Ideal counselors,their nature tends to be steady, which may make others see them as slow. Helpers however willalways encourage others and may take on too much on their behalf. They tend not to like stressand fast moving situations which can change without warning. They prefer secure environmentswhere they can organize their work load at their own pace. Helpers have poise in most socialsituations. People come to them as they can both listen and suggest solutions. They arepositively accepted by a wide range of acquaintances. The Helper is Jung's Feeling type.

The SupporterEarth Green, Introverted FeelingSupporters are affable, amiable, steady individuals who get on well with others. With theirmoderate, controlled stance they are considerate, patient and always willing to support, and help,those they consider friends. They build a close relationship with a small group of associates in thework environment. Their efforts are directed towards retaining the familiar and predictable.Supporters are most effective in specialized areas of endeavor and plan their work for aremarkable consistency of performance. They look for constant appreciation from others and maybe slow to adapt to change. Prior conditioning helps allow them to change their procedure andstill maintain a consistent level of performance. Supporters may also require support indeveloping short-cut methods to meet deadlines. Projects can be put aside before they arecompleted. Supporters will go the 'extra mile' to help someone they consider as a friend. Theymay require assistance in eliminating the 'old' and embracing the 'new'. Supporters can becomestubborn and defiant if pushed under pressure and this may be frustrating for some others. TheSupporter is Jung's Introverted (or Sensory) Feeling type.

The CoordinatorGreen/Blue, Introverted SensationCoordinators tend to be dependent and objective, usually possessing a strong value system. Acareful, cautious conventional person who is diplomatic and sincere. They tend to be very loyal,precise and disciplined with high standards and expectations of self. Decisions are difficult tomake until facts and details are available. Coordinators are critical and ideological thinkers whomay be quiet and reserved around strangers. Coordinators do not always say what they think orfeel, and want to be in a secure environment. They can work well with their hands and can dorepetitive work. They like specific instructions before starting a job. Coordinators do not like stressor chaos and tend to be rather private, enjoying the company of a few similar people. They seeksystem and order with a need to know why! They require support and reassurance and tend to beinner focused. Coordinators do not trust others quickly and will not generally impose their valueson others. Their patience and steady follow-through allows them to perform routine tasksparticularly well, and they are systematic and precise. However, if they feel that they are beingtaken advantage of Coordinators may respond in an otherwise uncharacteristic bold manner. TheCoordinator is Jung's Introverted Sensing type.

The ObserverCool Blue, Introverted ThinkingObservers are precise, cautious and disciplined, and are painstaking and conscientious in workwhich requires attention and accuracy. They have highly developed critical perception abilitiesand emphasize the importance of drawing conclusions and basing actions on factual data.Observers are objective thinkers, who combine intuitive information with the facts they havegathered in a most effective way. They avoid making a 'fool' of themselves by meticulouspreparation. They tend to select people like themselves who are more effective in a peacefulenvironment and may be reticent about expressing their feelings. Observers are concerned withthe "right" answer and may avoid making decisions. They may hesitate to acknowledge a mistakeand immerse themselves in researching for materials to still support their mistake. Observerstend not to trust strangers willingly and worry about outcomes, their reputation and their job. Theycan read situations well and use both sensing and intuition. They will be seen as unresponsive,cool and uncaring by some. The Observer is Jung's Introverted (or Empirical) Thinking type.


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The ReformerBlue/Red, ThinkingEvidencing gifts of both extraversion and introversion, Reformers are creative and abstractthinkers who can suffer from unpredictable brilliance and conflict in 'long-term' decision making.The competitive drive they have for results is counterbalanced by a restraining need forperfection. Reformers have great speed of thought and their reaction is tempered by a wish to

explore all possible solutions before deciding. They tend to have difficulty maintaining a positivemental attitude which can make their performance erratic and their decision making indecisive.They require a boss who is understanding and analytical to whom they can relate. Reformerswant freedom to explore, and as they enjoy problem solving, authority to reassess their findings.They tend to get upset when found to be in the wrong and will 'canvass' support for an idea longafter the decision has been made. Others may see them as reserved and cold. They maybecome authoritarian when their hard work is not recognized. Sometimes blunt, their egocentricitymay be thought overbearing by some. Reformers are somewhat insensitive to others needs, andmay respond well to an occasional shock. The Reformer is Jung's 'Thinking' type.

Insights WheelThe next level of depth for the Insights Discovery System is the 56 Type Wheel seen below. Thiswheel is a powerful representation of the way the four Color Energies and 8 Types work to form aunique tapestry of type. When used in conjunction with a team, this wheel can indicate very

clearly where dominance or lack there of exists within a particular part of the wheel. It can also beused as a map to understand how much stretching is needed to adapt and connect with someoneelse in a different position on the wheel. If a person is in position 22 and they must connect withsomeone in position 30, we know that it might be difficult as these are diametric opposites.However, that same person in 22 might find it easier to connect with someone in position 23 dueto the closer proximity of their two positions.

As a reminder, the Insights Discovery System recognizes and values the uniqueness of eachindividual. So even if 2 people end up in the same position on the 56 Type wheel, the text andgraphics in their report will reflect their unique scores and differences. After all, as we like to sayat Insights, there are more possible combinations of reports than there are currently people in theplanet

Insights Discovery Personal ReportThe Insights Discovery Preference Evaluator is the most powerful Jung-based psychometric

instrument available. Responding to the Evaluator generates the data which is central to theInsights Discovery Reports. It offers an easy to administer and practical preference measurementdevice, true to reliable Jungian psychological principles.

Developed over many years by Insights psychologists, it is continually refined and tested. Strongstatistical reliability and validity data support the Insights Discovery Preference Evaluator.

Available in many languages, it can be filled out on paper or on our web site. The responses arethen computer scored and interpreted by a powerful expert system, the Insights Discoverysoftware.

At the foundation of the Insights Discovery System is a powerful Windows-based softwareprogram designed to produce the most accurate and practical professional profile reports in themarket today.

Our Insights Discovery Personal Report always includes the Foundation Chapter and optionallyany of our 4 additional chapters: Management Style, Effective Selling, Personal Development,and Interview Questions.

Foundation ChapterAll Insights Discovery Personal Reports start with our Foundation Chapter. This 19 page report includesour Insights Wheel & Color Dynamics graphics along with the following text sections:

Overview: These statements provide a broad understanding of your work style. Use this section to gain abetter understanding of your approaches to work activities, relationships and decisions.


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environment and your current one and to identify any possiblefrustrations.

Your Needs for SuccessThis section identifies some of the most important strategies inmanaging you. Some of these needs can be met by you, yourself andsome may be met by your colleagues or management. Go throughthis list to identify the most important current needs, and use it tobuild a personal management plan.

Keeping Yourself MotivatedIt has often been said that it is not possible to motivate anyone - onlyto provide the environment in which they will motivate themselves.Here are some suggestions which can help to provide motivation foryourself. Working with your manager, build the most important onesyoure your Performance Management System and Key Result Areasfor maximum motivation.

Your Management StyleThere are many different approaches to management, most of which

have different situational applications. This section identifies yournatural management approach and offers clues to your managementstyle, highlighting both gifts and possible hindrances that can befurther explored.

Although titled the Management Chapter, this section is designed foreveryone within the team and not just managers.

Effective Selling ChapterEffective selling has three main requirements:

First the salesperson must understand himself and how tobuild on areas of strength and to develop areas of weaknessand, importantly, how different customers perceive him orher.

Secondly, the salesperson must understand others -particularly customers - who are different. Customers oftenhave different styles, expectations, needs, desires andmotivations to those of the salesperson. These distinctionsshould be understood and acted upon.

Thirdly, the sales person must learn to adapt his or herbehavior to connect effectively with and influence thecustomer.

The Effective Selling Chapter is designed to support the development

of each of these requirements, when supported by the range ofInsights Professional or Advanced Selling workshops.

Sections Include:

Selling Style Overview: These statements provide a broadunderstanding of your selling style. Use this section to gain a betterunderstanding of your approach to your customer relationships.


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Before the Sale Begins: The sale begins long before the formalsales process starts and continues long after it ends. Here are someof the key ideas that you need to be aware of in the initial stageswhen planning and approaching the customer.

Identifying Needs: In identifying needs, the goal is to find out whatthe customer's real problems are. Here is an overview and someadvice relating to how you may identify customer needs.

Proposing: Having identified the customer's needs, the proposingphase should close the gap between their needs and the currentsituation. Here are some of the keys for you to develop a powerfuland effective proposing style.

Handling Buying Resistance: If the customer relationship has beenbuilt effectively, buying resistance should be low. However, thissection suggests strategies for you to deal effectively with buyingresistance.

Gaining Commitment: The close should be the natural progression

of the sale, not the conflict at the end! When your customer trustsyou, is clear about what they are buying and needs what you have tosell, you are ready to propose commitment. Here are the strengthsand suggestions for development in your closing style.

Follow-Up and Follow Through: It is your job, having built arelationship with your customer, to continue that relationship and tobe of service to your customer beyond the initial sale. Here are someideas which you can use to support, inform and follow-up with thecustomer.

Sales Preference Indicators: For each of the above 6 stages of thesales cycle, we have indicated your preferences for 4 key skills on a

scale of 1 to 10. As a reminder, these do not imply competence, butrather are indicators of preference for each of these skills.

Personal Development ChapterAt its best, life is a journey of personal exploration and growth. Thischapter is designed to focus on several highly important aspects ofpersonal development. Using the guidance suggested in these pagescan lead to exciting changes and can have a profound impact onsuccess.

The report will help you define your life's purpose, set goals andorganize your time and life to achieve them. It offers suggestions onhow you can tap into your natural creativity, and how to unleash

further creative potential from deeper aspects of his personality, toovercome any obstacle.

Finally, it gives powerful suggestions to understand and enhancepreferred learning styles.

Sections include:

Living on Purpose: Having a sense of purpose and worthy goals are


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important to building a strong foundation for a successful life. Thissection includes some of the things you should be aware of in settinggoals and defining your purpose.

Time and Life Management: Ben Franklin said "Do you value life?Then waste not time, for it is the stuff of life". This section containssome strategies that you can use to become more effective in thearea of time and life management. Choose the most significant onesand apply them every day for high levels of effectiveness.

Personal Creativity: Creativity has been defined as seeing the samething as someone else but thinking something different. Differentpeople have different creative strengths. This section identifies someof your creative characteristics and how you can build on them.

Lifelong Learning: Continual learning is a key part of personaldevelopment and growth. This section identifies several ideas youcan use to learn more effectively. Use these statements to map out alearning strategy and to create the environment for optimum personalgrowth.

Learning Styles Graphics: Based on Insights 8 Type ConativeLearning Styles Model, this page indicates your Preferred,Comfortable, and Less Comfortable Styles. Applications includegiving and receiving feedback, instructional design, and e-learning

Interview ChapterThis section lists several questions which can be used either inrecruiting and interviewing or coaching this individual. The questionscan be used as they appear here, or can be adapted to suit thecoachs or interviewers style or needs.

The questions are raised by considering issues the individual may beless comfortable with those development areas in which they may

have fewer strengths. Some or all of these topics should be usedalong with other questions which may be job specific. Using them willhelp establish the level of the individuals self-awareness andpersonal growth.

Other Assessment ToolsIn addition to the Insights Discovery Personal Report, Insights hasdeveloped several other Assessment Tools to help increase personaland team effectiveness. These tools are based on the Insights Modeland the portfolio is continually growing.

Assessment Tools currently available include:Insights Discovery 360 ReportTeam Effectiveness DiagnosticInsights Learning Styles EvaluatorLife in Balance System

Insights Discovery 360 ReportInsights Discovery 360 is a 360 feedback instrument on personalityand personal style. It uses the Insights model of personalitypreferences to provide a tool for team-building and personaldevelopment. Building on your knowledge of the Insights ColorModel, Insights Discovery 360 can be used in a group situation and is
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equally effective on a one to one basis for appraisal or coaching anddevelopment. The positive language, variety of graphical informationdisplays and familiar format make it an excellent way of giving andreceiving feedback within the group, managing conflict, andchallenging perceptions in a safe and effective way.

How does it work?

The 360 is a comparison of one person's self-perception, comparedwith the perception of the feedback group. The feedback group ismade up of people who work closely with the individual. Theindividual's perception is measured using our standard InsightsDiscovery Personal Evaluator and the Feedback Group use a 10question 360 Feedback Evaluator. We recommend a minimumfeedback group of 6 people and no larger than 18.

Sections include:

Key Strengths and Weaknesses: Jung said "Wisdom accepts thatall things have two sides". It has also been said that weaknesses are

simply overused strengths. This section identifies the key strengthsand weaknesses which others in the feedback group perceive theindividual to have.

Value to the Team: Each person brings a unique set of gifts andexpectations to the environment in which they operate. What doesthe feedback group see as the individual's value to the team.

Management: This section covers motivating and managing. Whatdoes the feedback group see as the individual's Management styleand needs.

360 Feedback Wheel: Where do the feedback group members see

the individual on the Insights wheel, compared to where they placethemselves?

360 Color Dynamics: Explore the color scores of the group and theindividual

Insights Energy Footprint: Visual comparison of the energies.

360 Feedback Analysis: A charting of the feedback scores togetherwith an analysis table.

Complete Scores: A listing of the feedback group's scores,compared to the individual scores.

Insights Learning Styles EvaluatorBased on the Insights Discovery System, our 10 Question OnlineLearning Styles Evaluator provides individuals with an easy methodof understanding what types of learning experiences are best forthem. Based on the four Insights Color Energies, this simple modelfocuses on the Conative needs of the learner.


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Built for application to both classroom and e-learning, this uniquemodel is designed to help learners become more independent andstrategic as they learn to choose the learning experiences that aremost effective for them.

We offer workshops for Instructional Designers and TrainingProfessionals as well as seminars for learners to help themunderstand their conative learning style and how it impacts theirwork.

Team Effectiveness DiagnosticThe Insights Team Effectiveness Diagnostic is a 360 evaluation of ateams performance in 16 areas of effectiveness. Based loosely onthe Insights Discovery System, this innovative evaluation acts as agreat pre or post assessment as well as a snapshot diagnostic forteams that are struggling to be effective.

Each team member completes a 42 question evaluator on how theyperceive the teams effectiveness in each of the 16 key areas. Those

scores are then compiled and produce a diagnostic report thatincludes the graph below.

This report can then be used by an Accredited Insights Facilitator todetermine what type of team workshop would be most effective forthis particular group. The data can also be scored and benchmarkedagainst other teams or even industry norms that weve collected overtime.

The Insights Team Effectiveness Diagnostic makes a greatcompanion to any Team Workshop or Training session. It provides aneasy pre-assessment and post-assessment that will help you todetermine the increase in effectiveness after the workshop or trainingtakes place. Many clients take it prior to the workshop and again 6months following it.

Life in Balance SystemThis brand new assessment has just been released. It is designed to


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provide an individual with information about how they perceive theirperformance in 16 key areas of Life Balance. Designed for both oneon one coaching sessions as well as Stress Management andPersonal Development workshops, this new report is just beginningto show its potential. If youre interested in learning more about thisnew report, let us know and we try to arrange a complimentary copyfor you.

Communication style

Communication Styles

" We worry about what a child will be tomorrow,

yet we forget that he or she is someone today."

--- Stacia TausherSensor

Characteristics

Feeler

Characteristics

Thinker

Characteristics

Intuitor

Characteristics

Keys to Better

Listening

How Others

See

Your Style

Blind Spots

and

Turn Offs

Influencing

Others

Characteristics of Sensors

Sensors place a high value on action and thrive on getting thingsdone in the here and now. They believe in the significance of

daily functioning and express a direct, down to earth, energetic

approach to work and life. They tend to be pragmatic and

engage in activities that yield concrete, tangible and immediate

feedback. They are frequently seen as the driving force within

an organization.

Sensors are likely to be considered "doers,"moving ahead resourcefully and determinedly--

moving sometimes seemingly insurmountableobstacles out of the way. They are able toconcentrate on a wide variety of projects and tasksat once, and yet demonstrate incredible attentionto detail.

Sensors often commit to an endeavor only after
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they can prove to themselves that the proposedaction is likely to work. They emphasize the "whoand how" concerns of progress towards a goal.

Once committed, sensors are usually seen asdecisive and action-oriented. They are concernedwith very specific and measurable criteria andfocus on growth and profitability much more thantheoretical speculation.

Sensors are sometimes criticized for "shortcircuiting" long-range planning and consequences,dispensing with caution and analysis in order to"get things done." They can be considered

impulsive or impatient and are often thought toimpose their own expectations for results to theexclusion of others' concepts, plans or feelings.

Communication Style Menu

Characteristics of FeelersFeelers place high value on human interaction and are attracted

by jobs or situations in which social interpersonal contacts with

others are highly likely. They seek and enjoy the stimulation of

contact and typically try to understand and analyze their ownemotions( and others). Their concern for people and

understanding them usually makes them quite astute in "reading

between the lines" about what people say and do. They display

and are sought out for their ability to listen, empathize, and for

their patience and forbearance in carrying assistance to others

experiencing troubles or crises i their lives.

Feelers are likely to be perceived as dynamic andstimulating, "warm" and closely in touch with

others. They demonstrate sensitivity ot othersneeds and wants and are able to notediscrepancies between outward behavior and innerfeeling. They pay attention to motives and areoften seen as perceptive and insightful. Othersseek them out for their ability to sort out complex
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emotional problems and situations, to interpret themeanings of behavior, or to assess the climate ormorale of a group. They are likely to be effective

in anticipating or predicting the way others mayrespond or react to a projected change or action.

Feelers may be seen by others as being moreconcerned with the process of interaction thanwith the content the interaction is focused around.

Their reliance on "gut feel," or the way people andthings emotionally "strike" them (rather thanlogical anaylsis) can lead others to see them aspreoccupied with making an emotional impact on

others or persuading them to move, instead ofbeing concerned as to whether or not suchmovements have been thought out or carefullyplanned. Some may see them as defensive orover reactive and others may criticize them for thesubjectivity and emotionalism.


Characteristics of ThinkersThinkers place a high value on logic, ideas and systematicinquiry. They find satisfaction in identifying problems,

developing a variety of possible solutions, weighing them

carefully and testing them to see to it that the most logical,

systematic approach is followed. They are typically steady,

tenacious functioners, relying on observations and rational

principles. They avoid emotionalism and speculation, often

conveying skepticism toward novel departures from past proven

results.

Thinkers frequently hold decisions until they canreview situations carefully and consider allpossible alternatives. They are seen as logical,results-getters and are often valued for theirprudence and thoughtful analysis skills. They aresought out for their objectivity and cool thinking


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under pressure and are often seen as consistentforces for progress. they can b highly effective inorganizing themselves and others to research and

plan.

Thinkers can be seen by others as overly cautiousor conservative, deliberating instead of acting.Sometimes perceived as indecisive, they can beconsidered rigid, dogmatic, and/or stumblingblocks to action that represent a departure fromtradition. They are not ususally considered goodat mobilizing others' enthusiasm, and can beaccused of being "cold" or "dry."


Characteristics of IntuitorsIntuitors place high value on ideas, innovation, concepts, theory

and long-range thinking. They tend to derive their greatest

satisfaction from the world of possibilities. Often their

imaginative inputs have a way of being a catalyst for the

thinking of those round them. They tend to be more stimulated

and personally rewarded by intellectual problem-solving efforts,

rather than in implementing solutions.

Intuitors are often respected as fast and deepthinkers. They reveal excellent imaginations andten to question themselves and others. Theychallenge because they have learned the value ofcontinuous probing and reexamination. They arenot accustomed to taking things fro granted andseem to have an uncanny ability to anticipate orproject- to "know" before may others around themknow. They are often seen as leaders and greatvisionaries with an ability to see relationshipsbetween things than many others do notunderstand or are unable to comprehend.

Intuitors tend to accept the fact that disorder and


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chaos are inevitable. They are confident of theirability to grasp the meanings of all the conflictsabout them and tend to see these conflicts in

terms of clashed of major forces, rather than asher and now situations or occurrences. They areinclined to look at the world from the broadestperspective and pride themselves on their abilityto see interrelationships between divorce or evenabstract parts. They enjoy creating their ownstructure out of disorder and excel in integrativetasks and situations demanding a long term view.

Because of their interest in the forces of conflicts

and theoretical possibilities, Intuitors aresometimes seen as "hard to pin down" orunderstand. Their question can sometimes beseen as negative or hostile, and others willsometimes refer to them as operating "in a worldof their own." Intuitors usually resent feeling"hemmed in" by requirements to think or operatein a structured, well defined manner and may seeothers who are concerned about details or theimmediate here-and -nows having really missed

the importance of the "true" issues. Their inwardlooking tendencies- drawing meaning from theirimaginations- can be seen by others as unreal orimpractical.


Keys to Better Listening1. Rephrase what you heard - so that you and the speaker

will be

certain that you understood.

2. Pay attention - Keep your mind on what thespeaker is saying.

Think about your own problems when you are


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alone.

3. Shun preconceived ideas - Keep an openmind. the person

who won't believe something because it iscontrary to what

he/she "always knew" is closing his/her mind tofresh, and often

vital, information.

4. Discipline yourself- Don't let anger orsympathy prevent you

from understanding a statement.

5.Don't interrupt - The "open mouth" listenerwho must say

something each time the speaker catches hisbreath is not listening

full time.

6. Learn to concentrate - In long meetings,boredom and

"wool-gathering" can become problems. One

speaker bores youso you stop listening and miss important pointsthat come up

later.

7. Listen for the unfamiliar - A common fault isfailure to pay

attention to a speaker because you thinkyou've heard it before.

By listening carefully for just one new item or a

differentarrangement of facts, you can overcome the

tendency todisregard the entire message.



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others. These blind spots may involve habits or behavioral

quirks which have the effect of turning off other people and

detracting from an otherwise very positive impact.

As an Intuitor, you may:

be scattered in your comments--jumping about

too

much

raise too many issues

be too lengthy

appear rigid

appear too judgmental appear condescending

be too abstract concentrate too much on the concept; not

enough on

the "how"

not really "close;" leave issues "dangling,"

unresolved.

As a Thinker, you may:

over explain be too noncommittal

use a monotone not express feelings enough--lack affect

appear pedantic get involved in asking too many questions

want to organize in too rigid a fashion

give people more background than they really

want

assume that others are as interested in technical

subjects as you are be overly formal in the wayyou do

things, at least as far as others are concerned.

As a Feeler, you may:


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ego.


COMMUNICATIONS STYLES SURVEY:INFLUENCING GUIDE

When the person you want to influence is a Sensor, do this:

Talk in terms of results

Be specific and to the point

Reinforce past results

Commend energy, drive

Talk short term plans

Assign to quick results projects and work Stress action

plans and short-term deadlines

When the person you want to influence is aSensor, don't do this:

Prepare detailed, long reports

Dwell on long range objectives

Be vague on expectations

Be overly intellectual

Input too much at once

Assign to long term results projects and work Insist on

written reports:

balance oral & written

When the person you want to influence is aThinker, do this:

Be logical, well organized, specific

Commend logic, caution, rationality, prudence

Tie past results to present concerns and near term future

plans

Assign projects that require precise analytical approach

Allow sufficient time to cover all details

Stress facts, evidence

Write it


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When the person you want to influence is aThinker, don't do this:

Be overly aggressive or domineering

Overemphasize results bottom line Cut comers in an effort to save time in a crisis mode

Assume that s/he will see priorities as you will

Be overly emotional or seek personal approach

Start with small talk

Push on the phone

When the person you want to influence is aFeeler do this:

Show support and concern Stress your need for help

Provide personal recognition for achievement

Commend enthusiasm, loyalty, sensitivity awareness

Allow work with others

Offer your personal help and be encouraging

Close personal follow-up

Be negotiable

When the person you want to influence is aFeeler, don't do this: Be overly demanding

Be cold and aloof

Press hard for immediate results or change

Seek great analytical detail, precision, immediate action

Assume deadlines

Allow long lapses for review and control checkpoints

Push on written follow-up

Be impersonal

When the person you want to influence is aIntuitor do this:

Commend creativity, vision

Allow use of creative, innovative approach

Express concern for long-term results/potential


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Be future oriented

Rely on intellectual approach

Emphasize big picture

When the person you want to influence is aIntuitor, don't do this:

Expect action oriented behavior

Rely on a warm personal approach

Be overly demanding or domineering

Expect pragmatic actions

Permit tasks to remain unstructured

Be overly specific, analytical, detailed


107 Proven Workplace Relationship StrategiesStrategies For A Productive Workforce

5 Steps to Keeping Your Business Customer Focused

107 Proven Workplace Relationship Strategies

$10.00

A unique, useful booklet for your employees and business customers. Full of unusual andeffective ways to improve communications, relationships and moral with employees andcustomers. Special pricing is available on quantity purchases, for more information please sendemail to [email protected].

Features, Benefits and Uses:

Personalize inside and outside cover with your message

Add your logo

Excellent giveaway for company meetings and business retreats Give a customized copy to your business customers

Use as a daily tip on inter-company e-mail

Give to an international business to show American values

Customizing Options: Add your company name to the front cover

Insert advertising message on back or inside cover
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Choose color schemes

Add your logo to back cover

Customizing costs are quoted, please send email to [email protected] to Top

Strategies For A Productive WorkforceFocuses on internal customers (employees)

$24.95Shipping: $4.00 or $5.95 when purchasing both "Strategies For AProductive Workforce" and "5 Steps to Keeping Your Business CustomerFocused" manuals.

Everything you do or don't do communicates something. Use thisguide and assessment to tune up and polish your relational skills.Become people smart.

Why money is not a motivator at work. The best managers use this

secret principle to sustain energy and loyalty. Solve problems with reverse logic. A proven technique to take an invigorating look at

solving problems. Guaranteed to stimulate fresh, new, and novel solutions to anyproblem.

Business Impact Tracer. Helps look at the impact that changes will have on all other partsof the organization.

Manage better by learning the language of DISC. Assists in objective managementinstead of subjective management.

The hidden motivators how to discover them.

Leadership Traits Index - 14 powerful values for maximizing leadership potential.

Dynamic strategies for building alliances.Back to Top

(Click herefor information on a People Smart Workshop - Strategies For A ProductiveWorkforce)

5 Steps to Keeping Your Business Customer FocusedFocuses on the external customer.

$24.95Shipping: $4.00 or $5.95 when purchasing both "Strategies For A Productive Workforce" and "5Steps to Keeping Your Business Customer Focused" manuals.

Teach the M.O.N.E.Y acronym to keep the organization customer focused. Wheneveryone learns M.O.N.E.Y your organization will make money.

Identify 25 obvious and subtle ways that drive customers away. Eliminate these practicesand watch the customer count increase.

The second law of thermodynamics applied to business. A lesson from nature.

Productivity check list for customer contact points. Study, apply and reap results.

The single most important customer service principle. The foundation for all meaningfulcustomer service strategies.

Case studies of successful interactions between customers and businesses. Unusualinsight about going beyond the customers expectations.
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Fourteen question quiz to discover your Customer Service Quotient. The correct answersshow the way to improving relationships.Back to Top

Take your DiSC Profile Online!

Thank you for choosing to take your DiSC profile online.

Please use the following access codes to access the DiSC system:Word Access Code: 537764

Phrase Access Code: 527474

The following two examples are given of the various styles of Biblical behavior one of the DISC styles with a unique set of skills. Within Gods sovereign will efulfilling His Plan for mankind. Highlights of each persons style and contributpages.

Detailed case studies are available in the Understanding How Others MisundPaul, Peter, Abraham and Moses. Particular focus is on discovering the unique eChrist to motivate these individuals toward their unique ministries.

The Acts 15 characters, Paul, Barnabas, Peter and James, focused on conflictteam building. This case study is also found in the Understanding How Others M

Above are the profiles of the major characters studied in the workbookentitled, Understanding How Others Misunderstand You. Listedbelow are the characters, their profiles and how God used theirgiftedness in completing His plan for His Church.

Character Profile Major contribution

Paul D/C Taking the Gospel to the Gentiles

Peter

I/DLeading the Apostles in proclaim Jesus as Savior

Abraham

S/I

Being the faithful model of Father of allNations

Moses C/S/D Being the recorder of the law
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environments. These are ideal for promoting and supporting ongoingdevelopment.Management Chapter

A valuable addition to any Insights programme, the ManagementChapter helps individuals understand their needs and preferences for

management as well as considering their own management style. TheManagement Chapter explores: Creating The Ideal Environment

Managing Me

Motivating Me

Management Style

Effective Selling Chapter

Anyone whose role involves selling or influencing people will find thisChapter invaluable. The Sales Chapter explores how an individual islikely to approach each stage of the sale from preparation to follow-through. An ideal component for a sales training programme, it

explores: Selling Style

Before the Sale Begins

Identifying Needs

Proposing

Handling Buying Resistance

Gaining Commitment

Follow-up and Follow-through

Sales Preference Indicators

Personal Achievement Chapter

This provides a natural next step to the Foundation Chapter, leadingthe individual from an initial understanding of self to an exploration ofhow they can grow and improve in different areas of personalachievement. This Chapter explores:

Living on Purpose

Life and Time Management

Personal Creativity

Life Long Learning

Learning Style

Interview Chapter

The Interview Chapter is a one page supplement which provides

pertinent questions for use as part of the selection process, or incoaching scenarios and performance reviews. The questions probe thecandidate in areas that he or she may find difficult or challenging andcan be used in conjunction with other job specific questions.

Insights Discovery 360 System


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The 360 Profile highlights differences between an individual's self-perception and the perception of others, and complements the InsightsDiscovery Personal Profile. The recipient completes the full 25-questionDiscovery evaluator, and their respondents complete a shorter 10-question version. Each Profile reveals how the recipient is perceived,

expressed as a position on the Insights Wheel. Presented in positive language with colourful graphical information displays and a familiar

format Both individual and group feedback is provided

Includes sections on:

Key strengths and weaknesses

Value to the Team

Management

Insights Discovery 360 Wheel

Insights Discovery 360 Colour Dynamics

Insights Discovery Energy Footprint

Insights Discovery 360 Feedback Analysis

Complete Scores

Allows the recipient to consider and discuss the range of findings, and produce apersonal action plan for ongoing development

Provides an excellent vehicle for giving and receiving feedback, managing conflict, andchallenging perceptions in a safe and effective style.

Uses the language of colour to describe behaviour, making the process engaging andnon-threatening

The Insights 360 Practitioners Programme is an ideal route toachieving confidence and competence in using the 360 Profile.

Profiles For GroupsInsights Team EffectivenessThis Profile enables team members to measure the performance of theteam against 16 core capabilities, including Vision, Creativity, Trustand Problem Solving. Mapping these findings with the 'teampersonality' can provide rich information to ensure that the humandynamic and the achievement of team objectives are maximised.Insights OracleInsights Oracle is a highly flexible strategic organisational analysis toolthat allows enterprises to better understand their unique corporatedynamic. Oracle can reveal how your corporate personality appears toyour stakeholders, as well as capturing the culture of teams, areas,departments or disciplines.

Team Effectiveness ProfileThe Insights Team Effectiveness Profile can be used to measure howteams are performing against critical success factors both currently
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Encourages a supportive and understanding team culture

Programmes - Inspiring and

Exciting Workshops and EventsInsights Into Personal EffectivenessInsights Into Personal Effectiveness is our core programme - anintroduction to the Insights System and the Insights Discovery PersonalProfile that is fun and interactive, and which leaves participants withlanguage and framework for understanding themselves and otherswhich they can put into practice immediately.Insights Quest for Sales ProfessionalsA flexible, modular programme of development for sales executivesand account managers. Clients can select from a series of 24 moduleswhich address learning needs at every stage of the sale from

preparation to follow-through. The Insights Discovery Profile EffectiveSelling Chapter complements each customised programme by helpingindividuals understand their personal strengths and challenges at eachstage of the sales process.Inspirational LeadershipRefreshing InsightsOpen to anyone who has completed either the Discovery Accreditationor Coaching With Insights workshop, Refreshing Insights is a usefulone-day extension to the learning programme, updating and furtherdeveloping knowledge of the Insights model.

Insights Into Personal EffectivenessInsights Into Personal Effectiveness is our core programme - anintroduction to the Insights System and the Insights Discovery PersonalProfile that is fun and interactive, and which leaves participants with alanguage and framework for understanding themselves and otherswhich they can put into practice immediately.Using each participants Insights Discovery Personal Profile, theprogramme enables everyone to understand their own personalitybetter, to identify other types of personalities and adapt to differentcommunication needs. The use of our four Insights colour energies:Fiery Red, Sunshine Yellow, Earth Green and Cool Blue creates a

memorable common language and framework on which participantscan base their interactions in the future.Programme Content:

The Power of Perception

The Insights Colour Energies

Jungs Preferences

The Eight Insights Types

The 56 Sub-Types
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Insights Discovery Personal Profile

Recognising Others Styles

Adapting and Connecting techniques

Colourful Interactions

Keys to Success

Action Planning

The Insights DiscoveryTM System... ASimple And Colourful ExplanationOf A Unique And Complex Entity...YouThe Discovery system encompasses a simple model:

Understand me

Understand you

Adapt to you to improve our relationship and my effectiveness

But how do we start to understand who we really are, or start tounderstand the personality of another?For centuries, philosophers have identified four broad types ofpersonality. The psychologist Dr Carl Jung further developed this ideain the 20th Century. He suggested that all four personality traits orenergies are present in all of us and the different balances betweenthem are what make us unique. The Insights Discovery Profile is ahighly accurate and validated system for measuring those balances.

The full range of psychological types can be depicted on a circle wecall the Insights Wheel. At its simplest it identifies four groups orquadrants - at Insights we call them Fiery Red, Sunshine Yellow,Earth Green and Cool Blue. All of us will have one of these 'colourenergies' as our dominant, preferred style of thinking, working andinteracting with others.Each colour energy has its strengths and weaknesses, depending onthe situation and your perspective! In a team setting, a professionalwith Fiery Red energy may appreciate the considerate and supportiveinter-personal actions of a colleague with Earth Green energy, whilethey in turn might respect the bold, 'go-ahead' Fiery Red attitude.However during a challenging period, the Earth Green energy may findtheir colleague aggressive and controlling, while in turn, the Fiery Redenergy may find the Earth Green stubborn, uncommunicative andunwilling to change.If we understand how we and others are likely to respond in a givensituation, we can communicate with them in a way that allows
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everyone's best qualities to be celebrated and valued, ease anytension and reduce the likelihood of misunderstandings.At a time when any company is only as good as its people and theirknowledge, if you can harness that mutual understanding across thebusiness you have the basis for significant strategic advantage.

The Insights DiscoveryTM

System... ASimple And Colourful ExplanationOf A Unique And Complex Entity...YouThe Discovery system encompasses a simple model:

Understand me

Understand you

Adapt to you to improve our relationship and my effectiveness

But how do we start to understand who we really are, or start tounderstand the personality of another?For centuries, philosophers have identified four broad types ofpersonality. The psychologist Dr Carl Jung further developed this ideain the 20th Century. He suggested that all four personality traits orenergies are present in all of us and the different balances betweenthem are what make us unique. The Insights Discovery Profile is ahighly accurate and validated system for measuring those balances.The full range of psychological types can be depicted on a circle we

call the Insights Wheel. At its simplest it identifies four groups orquadrants - at Insights we call them Fiery Red, Sunshine Yellow,Earth Green and Cool Blue. All of us will have one of these 'colourenergies' as our dominant, preferred style of thinking, working andinteracting with others.Each colour energy has its strengths and weaknesses, depending onthe situation and your perspective! In a team setting, a professionalwith Fiery Red energy may appreciate the considerate and supportiveinter-personal actions of a colleague with Earth Green energy, whilethey in turn might respect the bold, 'go-ahead' Fiery Red attitude.However during a challenging period, the Earth Green energy may find

their colleague aggressive and controlling, while in turn, the Fiery Redenergy may find the Earth Green stubborn, uncommunicative andunwilling to change.If we understand how we and others are likely to respond in a givensituation, we can communicate with them in a way that allowseveryone's best qualities to be celebrated and valued, ease anytension and reduce the likelihood of misunderstandings.
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At a time when any company is only as good as its people and theirknowledge, if you can harness that mutual understanding across thebusiness you have the basis for significant strategic advantage.

Personal Development for

IndividualsWhilst the majority of our work supports professionals in a workplacesetting, our customers constantly tell us that our products and servicesbring profound personal benefits as well. These products are excellentfor the personal development of private individuals.Insights Compass is an e-learning personal development programmewhich allows you to pick your 'learning pathway' through a wideselection of online modules on topics such as setting personal goals,improving inter-personal skills and taking charge of your life. You canchoose to support your progress with personal coaching.

If you work with a personal coach or counsellor, the following productscan be powerful tools for personal change.Insights Discovery Personal ProfileInsights 360 Profile

Insights Compass - PersonalDevelopmentLife would be so much easier if everyone else viewed it from ourperspective. It has been estimated that 85% of the problems we face inlife involve people, but understanding those around us at times can

seem impossible. If those people are close colleagues, partners oremployees, the relationship challenges can have profound implicationsfor our personal success and happiness.At the same time, achieving what we really want out of life cansometimes seem to be an impossible dream from which we areregularly distracted by events, lack of time, other people, and our owndoubts and fears.The Insights Compass programme is a unique combination of personaldevelopment techniques to help you overcome these challenges.Insights Compass allows participants to set their own course ofpersonal discovery, choosing a Learning Pathway from our selection of

individual modules that best suits their development needs.Along the way, participants can choose to be supported by a personalcoach. Using regular email and one-to-one telephone sessions, coachessupport each member in the style most suited to them, helping themset inspiring goals, and monitoring their progress.

Insights Compass ModulesNo. Module Title Content Summary
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1&2Foundation Getting Started and Personal Effectiveness. All Compassparticipants start with these modules

3 Taking Stock Of Life Starting the goal-setting process4 Self Understanding Deepening understanding of the Insights model and the Jungian

preferences5 The Story So Far Understanding the highs and lows of your life story so far6 Defining Personal Values Exploring your values and which are most important to you7 Creating A Personal

VisionDeepening understanding of the need for a vision and how tocreate one of your own.

8 Setting & AchievingGoals

Developing goals that bring your vision into reality

9 Take Charge Of Your LifeIdentifying when you react and when you respond, and takingresponsibility for your life

10 Review Reviewing and celebrating your accomplishments so far.11 Building On Strengths Understanding the strengths and weaknesses of your behavioural

style12 Recognising Type Developing quick and easy ways to recognise others' behavioural

styles13 Connecting With Others Learning to adapt and connect with others14 Implementation Plans For

Life

Planning the milestones and tasks to reach your goals

15 Implementation Plans ForWork

Starting a process that will support you in realising your work goals

16 Strengthening YourCommitment

Learning how to focus, and how much you are willing to pay toreach your goals

17 Developing A PositiveAttitude

Practising using tools that can support you to enhance your self-concept

18 Unlock Your Creativity Learning how to use techniques to unlock your creativity19 Life Long Learning Choosing how you will pursue life long learning and create a

passion for it20 Review Reviewing, clarifying and adjusting your goals, and celebrating

them!21 Building Effective

Relationships

Learning how to build trusting, interdependent relationships - even

with your 'difficult person'22 Effective Communication Developing skills in empathetic listening, giving feedback and

communicating23 Understanding Your Blind

SpotsExploring the aspects of our personalities that we do not alwaysacknowledge, and turning them into strengths

24 Dealing With YourDifficult Person

Adopting practical strategies for communicating and dealing withour 'difficult person'

25 Managing Time -Managing Life

Using Time Management techniques that complement ourpersonalities makes success more likely

Learning PathwaysThe selection ofInsights Compass modules is continually beingexpanded. Participants have the option to create their own LearningPathway through these modules, or select one of our establishedLearning Pathways:

LearningPathway

ModuleNumbers

Module Titles

Core Insights 1, 2, and 4 Getting Started, Personal Effectiveness, Self UnderstandingAdvanced Insights1, 2, 4, 12

and 13Getting Started, Personal Effectiveness, Self Understanding,Recognising Type, Connecting With Others

Insightful GoalSetting

1,2,3,4, 6,8 Getting Started, Personal Effectiveness, Taking Stock of Life, SelfUnderstanding, Defining Personal Values, Setting and Achieving
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GoalsAdvancedInsightful GoalSetting

1,2,3,4,5,6,7,8

Getting Started, Personal Effectiveness, Taking Stock of Life, SelfUnderstanding, The Story So Far, Defining Personal Values,Creating A Personal Vision, Setting and Achieving Goals

InsightfulCreativity

1,2,4,8,18 Getting Started, Personal Effectiveness, Self Understanding,Setting and Achieving Goals, Unlock Your Creativity

Life Planning,Action Planning

1,2,4,8,14,15

Getting Started, Personal Effectiveness, Self Understanding,Setting and Achieving Goals, Implementation Plans for Life,Implementation Plans for Work

Time Management1,2,4,8,25 Getting Started, Personal Effectiveness, Self Understanding,Setting and Achieving Goals, Managing Time - Managing Life

Advanced TimeManagement

1,2,4,5,6,7,8,25

Getting Started, Personal Effectiveness, Self Understanding, TheStory So Far, Defining Personal Values, Creating A PersonalVision, Setting and Achieving Goals, Managing Time - ManagingLife

Personal Coaching from InsightsBeing coached through your Insights Compass Learning Pathway helpsyou maximise the benefits you can gain from the programme. Having a

coach can help you stay on course and achieve transformationalgrowth.Originally inspired by top-level sports training techniques, a coach isneither a psychologist nor a counsellor/therapist. Instead, he or shehelps you work on your behaviours and skills in order to turn alreadygood performances into winning performances.Each Coach supplied by Insights has been fully trained in both theDiscovery system and in personal coaching techniques, and havequalified as Compass Qualified Practitioners. They are supported byour web site technology that gives them access to the full versions oftheir members' Discovery Profiles as well as to their responses to each

of the personal development modules. This information enables ourcoaches to work closely with each of their members in the mostappropriate coaching style. Through telephone calls and regular emailsan Insights Coach can spot issues and potential blind spots, and assistthe member in moving towards a solution that they might not havereached alone.

Learn how to use your behavior to sell to a varietyof personality types with greater success!

"Any salesperson who is not selling behaviorally is, at best, only 25 to

50 percent effective," says Judy Suiter, a consultant with TargetTraining International, a Scottsdale, AZ, firm that trains and certifiesbehavior and attitude analysts. This statement inspired me to discoverwhat selling behaviorally meant. As a coach to real estate brokers andagents, I have learned that behavior selling can be the make-it orbreak-it point in sales performance and effectiveness for my clients.All salespeople are looking for ways to increase their sales. Globally,companies train their salespeople extensively on closing techniques,


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Closing: Give the "D" a choice of two options. By letting them choose,you give them control and a desire to proceed with the sale. The "takeaway" will also work. Challenge their strong ego. "I thought this housewas right for you, but obviously it is out of your price range!" The act oftaking it away causes them to want it more.

Return to "DISC a Behavioral Model"

The High I

High-I types can be described as persuasive, trusting, charming,sociable, optimistic and enthusi-astic. Famous examples include BillClin-ton, Robin Williams, Andre Agassi, Oprah Winfrey, Chi ChiRodriguez and Steve Martin.This type of client will be very verbal and want to talk about

everything. They are extroverted and more focused on the people sideof the sale than on the house itself. They want to build a relationshipwith you first. Don't be too businesslike, curt or controlling of theconversation. Their speech will be fast and animated, with a lot ofgestures.Words you should use that will get their attention and get them hookedinto your presentation include fun, exciting, picture this, recognitionand how does this house make you feel. You can use touch, smile a lot,stand or sit next to this type at the negotiation table and useexpressive gestures. Your tone of voice should be energized,enthusiastic, friendly and colorful. If you practice this with the High I

you will have a customer for life!

Dos and Don'ts of Communicating:

Allow time for socializing.

Don't be impersonal or task-oriented.

Ask for their opinion.

Don't talk down to them.

Provide ideas for implementing action.

The High I is looking for showy products. You will not find them lookingat a traditional ranch house. They like to try new things. When making

your presentation, hit the high points, eliminate a lot of the details. Letthe High I talk for awhile and then use their words to direct theconversation back to business. Provide a friendly environment andhave fun during your presentation. You can close quickly with the HighI, even on the first call. They like to have choices. Don't let them talkso much that you lose the sale.
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As you can see, the High I most importantly wants to connect with youthe seller.Return to "DISC a Behavioral Model"

The High S

This type patient, sincere, relaxed, logical, steady and a goodlistener describes Barbara Bush, Hugh Downs, Mother Theresa,Walter Payton, Tom Brokaw, Mr. Rogers and Kevin Costner.The High S is very different behaviorally from the High I or High D. TheHigh S will come into your real estate office and wait by the front deskto be offered help. The I and the D will come right in and begin aconversation with the first person they come into contact with.The High S is looking for security in their house. They are very team

and family oriented. You need to gain their trust over time. They do notlike innovative products but like to look at traditional, time-testedproducts. Your speech needs to be thoughtful, relaxed and sloweddown if you tend to talk fast.Words to use during your sales presentation include think about it,take your time, trust, guarantee, promise, security and me. Do notstand too close or rush the process; instead, lean back, stay relaxedand calm, and use small hand gestures. Your tone of voice needs to bewarm, soft, steady and low in volume. You can see this is a verydifferent type of person from the first two, and you need to adapt tomake the sale.


Don't rush headlong into business or the agenda; build a relationship first.

Patiently draw them out by asking how questions.

Present your case logically, softly and nonthreateningly.

Don't force a quick decision.

Don't promise something you can't deliver.

The High S is looking for traditional products that will meet their needfor family and security. Make your presentation slowly. If you go toofast you will lose the sale. They will not want to make a decision

quickly and will want to visit the house or property a number of timesbefore making their final decision.The High S will ask for a lot of information. The more facts you haveabout the property selling, the easier it is for them to make a correctdecision. Give them time to think. You will need to give them fullexplanations if there are objections to the property. Stress security ifthey buy now and loss of security if they wait. Factors that will hinder


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the sale include trying to close too fast, being too im-personal, badmouthing your competitor, getting too friendly on the first visit orbeing shal-low in answering their questions and concerns.Return to "DISC a Behavioral Model"

The High C

Famous examples of the High C precise, perfectionist, orderly,diplomatic, accurate and meticulous include Nancy Kerrigan, TedKoppel, Monica Seles, Jack Nicklaus, Clint Eastwood and Mr. Spock.The High C is looking for facts, details and data. Energizers includeinformation, analysis, research, compliance with rules and meetingquality stan-dards. Speech to the High C needs to be slow, thoughtfuland deliberate. Words or phrases that will en-gage them in the selling

process include here are the facts, proven, guarantees, the datashows, no risk, think it over and supporting data.When negotiating, make sure not to touch them. Instead, stand or sitacross the table from them and maintain direct eye contact. Your toneof voice should be controlled, with little modulation. They will want tosee properties that are not "fixer uppers." The houses you take them tomust be clean, neat, well built and with all the systems working ingood order.


Prepare your case in advance.

Don't be casual or informal.

Present facts systematically.

Don't use opinions or feelings as evidence.

Build credibility by looking at all sides of the issue.

Use incentives to get a decision.

The High C is looking for proven products. They may be suspicious ofyou and your products. They are usually not too talkative and will notreadily try out innovative products. They need a lot of proof andbackground information about the roof, plumbing, chimney and otherfactors before buying. Don't rush them and don't waste their time with

a lot of small talk. Your sales presentation must be consistent with thesales material. Make sure you are dressed neatly and that your vehicleis clean, as they will judge you on how you present yourself.We have now looked at the buying characteristics of all four styles. By"blending" your style with your clients', you will dramatically increaseyour sales guaranteed!Also keep in mind that the study of human behavior is not an exactscience. The principles I have presented are guidelines only and must


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right through or over problems. He is probably the strongest naturalleader of the four types. He has the most problem with anger and doesnot display compassion easily. He is quick to recognize opportunitiesand quick to capitalize on them - though details irritate him and, unlesshe learns to delegate, he will often gloss over details. His strong will

and determination may drive him to succeed where more gifted peoplegive up.The choleric is a developer and may be seen in constructionsupervision or coaching or law enforcement. Most entrepreneurs arecholeric. Because of their impatience they often end up doingeverything themselves. A choleric is extremely goal/task oriented inleading others. His biggest weakness as a leader is a tendency to runright over people if he feels they are in his way. He assumes thatapproval and encouragement will lead others to slack off and heprobably finds criticism and faultfinding more useful for his purposes.Through his natural determination he may succeed where others may

give up.A cholerics weaknesses include anger and hostility. A choleric is themost likely to have an active temper; he is a door slammer and hornblower and he can carry a grudge for a long time. This includes acutting and sarcastic tongue and the choleric will rarely hesitate to tellsomeone off. The choleric is the least likely to show affection or anypublic show of emotion. His emotions are the lease developed of all thetemperaments. Additionally a choleric can be inconsiderate,opinionated and crafty in getting their own way.C. Melancholy1. Conscientious, SJ - Guardian - The melancholy is an introverted

temperament type. His natural style is analytical and perfectionist. Heis the most moody of types ranging from highly up to gloomy anddepressed. During his low periods he can be very antagonistic anddoes not make friends easily. He is the most dependable of thetemperaments due to his perfectionistic tendencies. His analyticalability allows him to accurately diagnose obstacles and problems whichoften keep him from making changes - he prefers the status quo andmay seem overly pessimistic.He may choose a difficult life vocation involving personal sacrifice.Many melancholies become doctors or scientists or artists. Theirinterpersonal style can be critical and negative. He tends to be more

indecisive than other types. They have difficulty giving praise andapproval because they cannot bring themselves to say something thatis not 100% true. They also are usually dissatisfied with themselvesbeing highly self-critical.Other weaknesses include being

The Insights Discovery System

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Transcript of The Insights Discovery System