Module 5 ~ Lesson 2

Leading & Managing the Four Personality Styles


The DISC Model

DiSC Profile Test

DominancePerson places emphasis on accomplishing results, the bottom line, confidence

Influence: Person places emphasis on influencing or persuading others, openness, relationships

Steadiness: Person places emphasis on cooperation, sincerity, dependability

ConscientiousnessPerson places emphasis on quality and accuracy, expertise, competency

DISC Model

Dominance (Driver)

These are the controllers and drivers of the world!

Qualities that complement this agent:

  • Very task-oriented and self-controlled
  • Very goal oriented
  • Great Leadership qualities
  • Assertive and fact-oriented
  • Fast-Paced
  • Initiate action
  • Business – like attitude
  • Self-controlled and self starter
  • Usually in business for themselves because they like being in control


  • They usually require strong management to control them
  • They are impatient with delays
  • They are poor listeners
  • They can’t sit still long
  • They want things done his/her way
  • They have a strong ego drive
  • They tend to work alone, not as a Team

How to Manage Them:

  • They are motivated by money and recognition
  • They need lots of recognition and expect you to be available when they need you. They know their work and usually have no problem reminding you of just how valuable they are.
  • They are very competitive and hate to lose.
  • They will control you and run the office if you let them.
  • They are high achievers and usually do well at things if they don’t get discouraged and give up.
  • They need quick results because they lack patience
  • They will not be involves in office cliques. They are loners.
  • They have little respect for the AMIABLE agents and the ANALYTICAL agents because they are not DRIVERS.
  • They get along okay with the EXPRESSIVE agents, as long as they don’t distract them too much.
  • Watch out for Customer Satisfaction.
  • Also, if their listings don’t sell right away, the servicing will slide. They attack projects with full steam ahead, but get bored quickly.


Influence (Expressive)

Qualities that Complement this Agent:

  • Traditionally good in sale!
  • Strong people skills
  • Open and talkative
  • Natural tendency to smile and put people at ease
  • Good at developing client loyalty
  • Strong intuition and very emotional
  • Operate at a very fast pace
  • Can do several things at once
  • Dramatic/ Performers/ Exaggerate
  • Spontaneous / feelings – oriented
  • Add fun and energy to an office
  • They can tolerate DIRECT agents
  • They have a very Strong Drive and are Very Ambitious


  • They are very undisciplined with their time.
  • They talk a lot and can be very disruptive in meetings.
  • They lack focus and usually undertake several tasks.
  • They don’t know how to say “NO”
  • They always have lots of ideas on how to do things, but lack the follow-though (even though their intentions are good.)
  • They develop a strong following in the office so they can be utilized to help promote an idea or they can stage a mutiny!
  • They are not detail-oriented and will not enjoy paperwork.
  • They tend to fly by the seat of their pants.

How to Manage Them:

  • They are motivated by recognition.
  • They need to know they are appreciated and needed.
  • They need to like you.
  • They need to feel important.
  • They are very Loyal and Pro-Company; however, once they lose respect for you or they don’t trust you, you have lost them!! They don’t forgive and forget easily.
  • They produce best when they are happy.


Steadiness (Amiable)

These are the Support People of the World!

The qualities that complement them in a sales career:

  • Active listener
  • Like friendly, close relationships – so their clients usually like them
  • Very patient and great follow – through, so they are great Listing Agents in a market where listings take a while to sell
  • Warm and approachable
  • Open with their feeling (unless they are hurt)
  • Agreeable and dependable
  • Very quiet and hardly ever cause problems in the office
  • Rely on feeling to make decisions
  • Relate to EXPRESSIVE and ANALYTICAL agents


  • They are usually dependent upon others to reinforce decisions. (That’s why they stick close to the EXPRESSIVE agents.)
  • They love education because it makes them feel more secure.
  • They will never tell you when they are unhappy; however, they will tell their close friends in the office how they feel.
  • They avoid conflict, which means they hold feelings inside.
  • They have a strong desire to be liked, which means they are usually weak closers. (They don’t want to force anyone to make a decision they don’t want to make.)
  • They are not natural Top Producers. They must work very hard at this because closing is very difficult for them.
  • They avoid risks and resist change.
  • If the marketing suddenly crashes, it takes them a while to adjust.
  • They move at a slow pace.
  • They do not like DRIVER agents!

How to Manage Them:

  • They are motivated by security
  • They need strong support systems that make them feel secure
  • You need to ask for their opinions and make them feel important
  • They sometimes go into real estate to escape an unhappy home life. They love coming into the office and will always take floor time
  • They will retire with your office unless you do something terrible or fire them.


Conscientious (Analytical)

These are the Thinkers!

Qualities that complement this group:

  • They are good planners and good organizers
  • Task – oriented
  • Time – disciplined
  • Love education
  • Very detail – oriented


  • They override the problem – solving process.
  • They can be too serious.
  • They don’t warm up to people quickly.
  • They spend too much time planning and not enough time doing.
  • They don’t feel comfortable doing a listing presentation until they have learned everything about the property and can overcome all of the possible objections.

How to Manage Them:

  • They are stable and hardly ever change jobs.
  • They are never concerned about a lack of success because they are extremely patient and they know these things take time.
  • They usually question new policies and will appear challenging.
  • They tend to work alone.


Level 5 Leadership

Jim Collins in the classic business book “Good to Great” describes a hierarchy of executive capabilities culminating in the Level 5 Leader.

Hierarchy of Executive Capabilities

  • Highly Capable Individual
    Makes productive contributions through talent, knowledge, skills, and good work habits.
  • Contributing Team Member
    Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.
  • Competent Manager
    Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.
  • Effective Leader
    Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.
  • Level 5 Executive
    Builds enduring greatness through a paradoxical blend of personal humility and professional will.

“Level 5 leaders channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious–but their ambition is first and foremost for the institution, not themselves.” – Jim Collins

Level 5 Leader blends extreme personal humility with intense personal will:

  • Ambition is for the Company first and foremost – not Self
  • Set up successors for success
  • Compelling modesty, are self-effacing and understated vs. egocentric “I”
  • Fanatically driven, infected with an incurable need to produce sustained results
  • Display a workmanlike diligence – more plow horse than show horse
  • Look out the window to attribute success to factors other than themselves
  • When things go poorly they look in the mirror and blame themselves, taking full responsibility

The most effective leaders understand that clear communication helps a company’s bottom line and can increase productivity. They are diligent about building a sense of appreciation and connectedness with their teams by using these questions/statements:

  • “Here’s what I appreciate about you and your contribution.”
  • “Thank you.” (personal and public)
  • What do you think?”
  • “Here’s what’s happening and what you can expect.”
  • “I have some feedback for you.”
  • “Let me share a time I got it wrong.”


Characteristics of Effective Leaders

Start with building relationships we must always begin by laying the groundwork with people. This does not happen overnight as it is an on-going process that evolves.       We will be measured on our follow-through, clarity in communication, and our results.       Keep in mind that the relationships you build on trust, respect, and achievement stay solid as a rock.

Make things happen — they do not expect outside forces to ensure their success. They adapt and change to create the circumstances and results they desire.

Set the tone for those who follow — leaders lead by example. They realize how much their attitude and actions affect their people, environment, and success.

Are truly passionate — about what they are doing. They are authentic and transparent; all they have to do is be their self.

View challenges as an opportunity to grow and get better — They look forward to going above and beyond what is expected of them. A challenge gets their juices flowing.       A failure/mistake is only a timing issue and helps them tweak their plan of attack for success.

Affect people’s lives in a positive way — They do not make excuses; they take action. They look for ways to enhance and propel a team member’s success.

Respect the need to be held accountable – Most importantly to themselves.  They never stop learning nor looking for new ways to achieve. “Great leaders look out the window not in the mirror when things go right and always look in the mirror when they go wrong.”

Take nothing personal — They are not deterred by negative talk; in fact it inspires them as they know all things are possible. They understand that negative talk comes from the individual’s personal issues. They make a conscious choice not to own someone else’s issue. They believe in their path and focus their efforts on helping those who want to be helped. They focus on solutions not problems.

Create clarity — They focus on the most important drivers of success. They understand their numbers and what has to be accomplished to achieve them. They effectively communicate to their team members the goals, activities, and their specific expectations.

Think long-term – They chose to work for a company they trust. They believe that what is good for the organization is good for them. They work to be an invaluable part of the organization going forward. They work and plan for their personal long-term success.


You Already Have a Culture – You

Culture is one of the most misunderstood components of business. Most leaders spend countless hours discussing and then implementing a plan to create culture. That process always fails. Always.

The simple fact of the matter is that culture starts at the top. Your vision, policies, integrity and leadership skills form what everyone else in your organization responds to and interacts with. So make no mistake about it, you already have the foundation of what your culture will be.

Take some time to let that sink in.

The only way for you to change or create culture is if you are 100% behind, believe, and can walk your talk. Period.

There are two things that people often equate with culture and it is critically important to understand the difference:

  • Do not confuse culture with morale
  • Do not confuse culture with the environment

Culture is NOT:

  • Karaoke nights
  • Holiday bonuses
  • Bean bag chairs
  • Nerf gun fights
  • Catered lunches
  • The gourmet coffee bar
  • Secret Santa gift exchanges
  • Ergonomic chairs
  • Standing desks
  • Contests, etc.

Not a thing wrong with any of these things. As a matter of fact, they’re great; however, they are not company culture.

While we are talking about what culture is not, do not confuse your written mission, vision, core values statements as your culture either. Often companies will build the mission to identify their culture when it should be done in the exact opposite manner. You must identify your culture and then build your mission, values, etc. Once complete, the test will be if those statements truthfully show up in the decisions, intentions, and actions of everyone in the organization. By the way, everyone in the organization includes you!

Culture IS…

Now that we have covered what culture is not, let’s talk about what it is. We believe that it is the underlying basic principles that are present and woven through everything in your company. From customer service through marketing, employee recognition through the product you deliver, vendors through to family members. Everything.

There are many places where your culture will show up:

  1. First and foremost, your culture should appear on the faces of your team and you should hear it when they talk about the company and you
  2. Interaction and feedback from your clients
  3. As we mentioned above, your values – those you state with words and especially those you exhibit through your actions
  4. Your company’s big “why!”
  5. Your hiring, firing, and promotion criteria – the reasons you bring people onto the team, the reasons you let them go, and the reasons you promote/reward them
  6. Lastly, how you feel about what you’ve created


Great Culture is your recruiting, attraction and retention secret weapon!

The most successful organizations have employees and team members who are living the culture and can share it along with the vision of the future.

“Our number one priority is company culture. Our whole belief is that if you get the culture right, most of the other stuff like delivering great customer service or building a long-term enduring brand will just happen naturally on its own.”

-Tony Hsieh, Zappos


Cultivation of Your Company | Team Culture 

  • Only hire people that fit your culture. Does the team member truly share the core, common beliefs of the organization?
  • Ensure team members clearly understand and are in alignment with your team/company values and vision
  • Embrace the team concept that you are not a bunch of individuals
  • Acknowledge that good ideas and decisions can come from anyone
  • Recognize a job well done
  • Consistent performance reviews – people like to know how they are doing
  • If applicable, give your employees a career path for growth
  • Think about your culture every day. Check yourself. Make sure that you are not getting too busy or to detached from the day to day to keep it in check. Remember – YOU are the culture.
  • Be mindful that the culture you build will be your ultimate legacy. Make it last.


Netflix Culture: Freedom & Responsibility

There are actual company values and nice-sounding company values. The actual company values are shown and proven by who gets promoted or released. They are demonstrated by the behaviors and skills that are valued in fellow employees. Netflix values these nine behaviors and skills:

The Keeper Test that every manager asks:

“Which of my people, if they told me they were leaving, for a similar job at a peer company, would I fight hard to keep at Netflix?

The Culture of Zappos

Zappos hires according to cultural fit first and foremost. It has established what the company culture is, and fitting into that culture is the most important thing managers look for when hiring. This promotes the culture and happy employees, which ultimately leads to happy customers.

Zappos Family Core Values

As we grow as a company, it has become more and more important to explicitly define the core values from which we develop our culture, our brand, and our business strategies. These are the ten core values that we live by:

1.    Deliver WOW Through Service

2.    Embrace and Drive Change

3.    Create Fun and A Little Weirdness

4.    Be Adventurous, Creative, and Open-Minded

5.    Pursue Growth and Learning

6.    Build Open and Honest Relationships With Communication

7.    Build a Positive Team and Family Spirit

8.    Do More With Less

9.    Be Passionate and Determined

10. Be Humble

“We formalize the definition of our culture into…10 core values at Zappos. And one of the really interesting things I found from the research is that it actually doesn’t matter what your values are, what matters is that you have them and that you align the organization around them. And the power actually comes from the alignment not from the actual values….

– Tony Hsieh

Module 5 - Lesson 1

Coaching Agents To Success

Module 5 - Lesson 4

How to Run an Effective Team Meeting

Module 5 - Lesson 2

Leadership and Culture

Module 5 - Lesson 5

Productivity, Accountability & Project Management Tools

Module 5 - Lesson 3

Team Leads, Production and Escrow Tracking

Module 5 - Lesson 6

Let’s Get to Work

If you have not already done so, go to the Module 5 Overview page and download the Workbook, Slide Decks, and all related Documents for this module.

Powered by WishList Member - Membership Software

Error: Please enter a valid email address

Error: Invalid email

Error: Please enter your first name

Error: Please enter your last name

Error: Please enter a username

Error: Please enter a password

Error: Please confirm your password

Error: Password and password confirmation do not match