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How to Review and Apply the DiSC® Sales Report

When reviewing the information in each section of the DiSC® Sales Report (a combination of the DiSC General Characteristics Report and two DiSC Sales sub-reports), it is important to keep in mind that this report represents potential behavior not the actual, observed behavior of the person. It represents how someone with these responses, and this behavioral style, may have a tendency to behave. Other factors such as the person's values system and life experience may have caused them to modify these potential behaviors. It is through observation and dialogue that a person’s behavioral style can be most completely understood.

DiSC General Characteristics Report

DiSC General Characteristics (PPSS) Report

Behavioral Highlights

Covers several highlights for each of the behavioral tendencies occurring above the midline in the person's graph three. The check boxes next to each statement can be used for personalizing the report by rank-ordering the information in terms of importance or accuracy.

Personal Profile Graph

Displays the intensity of the four behavioral dimensions, D, i, S,C which make up the person’s profile pattern. Displays Graph three unless the option to display all three graphs has been selected in the “Preferences” section of the software. Lists the Classical Pattern.

Behavioral Overview

This section is a narrative description of the person's behavioral style as it relates to his or her behavior in the response focus selected. The heading describes how to review and apply this information.

What Motivates This Person

The heading of this section explains the definition of motivation that is used. The primary purpose for this section is for people to use the information to evaluate how many of the factors that motivate him/her are present in his/her current work environment and how the presence (or lack) of key motivators affects his/her self -motivation positively (or negatively). The next step in using a self-managing approach is for the person to identify what actions he/she can take to get more of his/her
motivational needs met.

What Environment This Person Prefers

The section describes the person's preferred environment. These preferences may need to be discussed and negotiated with others in a work environment. For example, one person may enjoy "private uninterrupted time to think" while another may prefer "a fast moving pace involving relating to others with enthusiasm". If two people with these differences in environmental preferences work closely with each other or share work space, they may need to negotiate solutions to their differences so that each person can get what he/she needs some of the time. Or, when reviewing this section, the person may realize that the current work environment does not meet his/her preferences and may begin to identify actions that may be taken to create an environment that will enhance his/her performance.

What This Person Tends to Avoid

All people have situations or activities that they may tend to avoid based on a natural dislike or fear of what is involved in the situation. However, these tendencies toward avoidance may be a source of conflict in work relationships or result in performance problems. This section can be used to negotiate new approaches to situations or activities, eliminating those that can be eliminated and minimizing the negative impact of those that still need to be done.

Strategies For Increased Personal Effectiveness

All people have areas where they could increase their effectiveness. This section may provide new strategies that may be helpful in increasing the person's effectiveness. Also, it may validate the actions which a person has already taken which are resulting in positive outcomes. This section should be reviewed to select further actions that can be taken and to highlight accomplishments.

Demotivating Factors

This section can be used to identify those situations, activities or types of interactions that may be negatively affecting the person's motivation. By taking action to eliminate, where possible, those factors that are having a negative effect on his/her motivation, the person can enhance his/her positive attitude and self-motivation.

Behavior In Conflict Situations

Most people have a response to conflict that involves some combination of "fight or flight" responses, depending on the degree of emotional risk they perceive to be involved in the situation. This section lists the potential behaviors the person may use in conflict based on his/her natural behavioral style. However, the potential behavior may be significantly modified or eliminated due to the person's values system or life experiences. For example, someone may have a natural potential to
handle conflict by "escalating aggression" and by "becoming attacking", however the person may not use those behaviors because he/she does not believe those behaviors are the "right" way to treat people, morally and ethically. It is suggested that the person rank order the statements from most likely to least likely for him/her to use, deleting those he/she would not use, adding others that he/she may use instead of the listed behaviors.

Behavioral Tendency Continuum

This thirty-two word continuum is derived from the 18 Classical Patterns.  It is plotted based on the classical patterns, using the segment numbers combination, rather than the actual tally box scores. The Continuum displays the range of potential behavior based on the person’s responses to the PPS. Actual, observed behavior may be different than the intensity displayed on the Continuum for a number of reasons. This information is most helpful when used as a structure for thinking about and discussing individual differences. The person may find value in identifying which behaviors he/she agrees in the description and which behaviors he/she feels are different. Exploring the reasons for those differences may illuminate the degree that his/her behavior has been modified in response to experience and values-based choices.

Performance Management Worksheet

These two pages are designed to be used to turn the report from passive information into an Action Plan for Self-Management. The real power of the personalized behavioral style information is in using it to improve the quality of a person's work life and performance by helping them to make informed choices about what they want and need. Also, the behavioral information can be used to develop strategies for negotiating differences with the significant people in their work life. 

The Person's Natural Approach to Sales Process

DiSC Sales Reports

This section of the report describes how the person would approach each of the seven essential steps in the sales process based on his/her natural behavioral tendencies. Each section describes the behaviors the person would be most likely to use if he/she were not modifying those natural behaviors based on sales training and prior sales experience. In addition to describing the behavior, the report lists those types of customers would who be likely to respond positively to this approach. The report also describes what types of customers might not respond as positively and what behavioral changes the sales person may need to make to "flex" their
behavior to meet some participant's needs. This information is useful in developing a performance coaching plan for the sales person to ensure the highest quality outcomes in the sales process. Developing flexibility in the behavior a salesperson uses to meet different customers' needs is critical to reducing buyer discomfort.

(Note: The DiSC Sales Strategies (DSS) program provides additional training on developing sales adaptability.)

The person's natural approach to each of the following stages of the sales process is described in this section of the report:


Describes the person's natural approach to planning the sales call which can be matched to the sales process necessary for the products or services being sold and for the needs of the customer population. For example, if the person prefers to be spontaneous and likes to 'wing-it', yet the sales approach for this type of product/services requires preparation and following to a structured presentation process then the salesperson may need to use adaptive behaviors that are different than his/her natural approach.

Opening the Call

Describes the person's natural approach to opening the call which can be matched to the needs of the customer. Coaching in alternate methods of opening the sales call may be necessary to develop a sales approach that is effective with a wide range of customers.


Describes the person's natural approach to interviewing the customer which can be matched to the most effective interviewing techniques for the specific products/services being sold, as well as matched to the needs of the customer population. Coaching in alternate interviewing techniques may be helpful in developing a more effective sales approach.


Describes the person's natural approach to presenting which can be assessed for degree of fit with the sales process necessary for the products/services being sold. Coaching in additional adaptive approaches may be necessary for successful sales outcomes.

Responding to Concerns

Describes the person's natural approach to responding to concerns and what types of customers will respond well to that approach. Additionally, this section describes what types of customers may not respond positively to this person's natural approach and lists what additional behaviors may be necessary to meet customer needs.

Gaining Commitment

Describes the person's natural approach to gaining commitment or for getting 'buy-in' from customers and describes what types of customers respond positively to that approach. Also, this section describes what types of customers need an alternate approach for gaining commitment.


This section describes the person's natural approach to follow-up and service which can be matched with customer needs. Coaching on adaptive follow-up behaviors may be necessary for achieving customer satisfaction.

Selling Style Worksheet

The worksheet is designed for developing an action plan for improving sales performance. A start, stop, continue approach is used to evaluate what action is necessary to improve performance in each of the seven steps of the sales process.

Strategies for Managing the Person in a Sales Environment

DiSC Sales Reports

This section provides specific strategies for managing the person based on their behavioral style. It is recommended that the suggested strategies for each of the eight different management activities be reviewed and edited by the person him/herself as this information represents those strategies having the potential to be most effective in managing this person based on the person's behavioral style. The information becomes a more accurate management guide when reviewed and discussed with the person involved, as each individual has life experiences and values that may alter the effectiveness of a specific strategy. A Sales Management Strategy Worksheet is provided for processing the information in this section and translating the information into an action plan.

The following management skill categories are covered in this section of the report:


People have different requirements for the amount of direction, support and information they need in developing a new skill. Understanding of a person's behavioral tendencies can help select the amount and type of structure to provide to meet his/her needs for development. The appropriate rate and method of supplying information can also be determined. Information about a person's behavioral tendencies can also be used to decide the most effective method for following up. This section describes developing strategies which are most likely to be effective with someone with this profile.


People have different motivators. What may make one person highly motivated, may be frustrating or demotivating to someone else. By identifying a person's style, we can choose actions that are likely to increase the other person's motivation. We can also learn what actions might have a negative effect on the person's motivation and avoid using them. This section describes the motivating strategies which are likely to be most effective with someone with this profile.

Giving Recognition

People are different in their needs for recognition or how they like to receive recognition. Some people like lavish public displays of recognition like awards banquets and ceremonies. Others prefer quiet, specific recognition for their accomplishments perhaps in the form of a letter or certificate. By understanding different approaches to recognition, we can provide the type of recognition that is most meaningful to the person. This section describes the type of recognition that is likely to be most
meaningful to someone with this profile.


People may respond either positively or negatively to a specific counseling or coaching approach based on their behavioral style. For example, some people prefer directness while others prefer a more indirect, tactful approach. We can use the information about another person's behavioral style to develop more flexible approaches to counseling. This section describes the coaching/counseling approaches most likely to be effective with someone with this profile.


People can listen to us most easily when we use a style of communicating that meets that person's needs. Our natural style for communicating may not be effective for them. By understanding another person's style, we can communicate in a way that meets his/her needs. This section describes approaches to communicating that are most likely to be effective with someone with this profile.


People can increase their effectiveness in working together by understanding each other's problem-solving style. Some people approach problem-solving analytically. Others use an intuitive or `gut-feel' approach. We can use behavioral information to understand the differences in problem solving approaches. Using this understanding, we can select the approach, or combination of approaches, most suited to the situation. This section describes the approaches to problem-solving most likely to be effective with someone with this profile.


People can complete work most effectively when it is delegated to them using a method which meets their needs. Some people need for detailed, step-by-step instructions. Others may want to know only the desired result and the deadline for completion. We can use the information about another person's behavioral tendencies to determine the amount and type of information to communicate when delegating. In addition, we can identify what follow-up actions are appropriate to use when delegating to that person. This section describes the delegating approaches which are most likely to be effective with someone with this profile.


People can also increase their effectiveness by recognizing and valuing differences in decision-making styles. Some people approach decisions slowly, methodically, while calculating risks. Others tend to be more impulsive, perhaps being comfortable with higher levels of risk-taking than others. By understanding individual differences we can be more flexible in our approaches to decision-making. We can use our understanding of behavioral styles to adapt our decision-making styles to
the needs of others and the work environment. This section describes the approaches to decision-making which are most likely to be effective with someone with this profile.

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