Sales Team Working-Style Assessment (DISC-Style)

A self-assessment your team can take in about 10 minutes so you can stop guessing why two good reps clash, and start pairing and coaching based on how people actually communicate under pressure.

This is a self-awareness and coaching tool, not a hiring or clinical instrument — don't use it to screen candidates or make promotion decisions.

How to Administer

1. Have each rep complete the 15 questions on their own, honestly and quickly — first instinct, not the "correct" answer.
2. Score using the key at the end.
3. Review results 1:1 first, not in a group setting — let each person process their own profile before comparing notes with teammates.
4. Revisit as a team once everyone has a profile, using the Pairing Guide below.

The Assessment

For each question, circle the one answer (a, b, c, or d) that feels most like your natural instinct — not what you think you "should" do.

1. When priorities change suddenly midweek, I'm most likely to: a) Push to make a fast decision and move on b) Get the team energized about the new direction first c) Ask what stays the same so I don't lose what still works d) Want the full reasoning before I commit

2. In a discovery call, my instinct is to: a) Get to the core problem and next steps fast b) Build rapport and let the conversation breathe c) Listen closely and ask patient follow-up questions d) Work through a structured list of qualifying questions

3. When I get critical feedback from my manager, I: a) Want to know exactly what to fix and move on b) Feel it personally at first, then talk it through with someone c) Take it quietly and reflect before responding d) Want it in writing with specific examples

4. My ideal team meeting: a) Is short, decision-focused, ends with clear owners and dates b) Has energy and discussion, ideas building on each other c) Follows a predictable agenda everyone already knows d) Has data and pre-read material so we're not guessing

5. When a deal stalls, I tend to: a) Push for a decision deadline with the buyer b) Re-engage by building the relationship further c) Check in gently and give the buyer room d) Re-analyze what changed and adjust the plan methodically

6. Under a tight deadline, I: a) Move fast and fix mistakes later if needed b) Rally others — I work best with people around c) Get quietly stressed if the plan changes last-minute d) Slow down to make sure the details are right

7. My natural role in a group project is to: a) Drive it forward and make the calls nobody else wants to b) Keep morale and energy up, sell the vision internally c) Keep things organized so nobody gets left behind d) Own the analysis and make sure the plan holds up

8. When I disagree with a teammate, I: a) Say so directly, right away b) Talk it through, often thinking out loud c) Wait for the right moment, sometimes avoid it d) Prepare my reasoning first, then raise it calmly

9. Recognition that means the most to me: a) Being trusted with the harder, higher-stakes deals b) Being recognized publicly in front of the team c) A genuine private thank-you from someone I respect d) Having my analysis validated as correct and thorough

10. When a process changes at work, my first reaction is: a) Fine, as long as it doesn't slow me down b) Curious what it means for the team and how everyone adapts c) Uneasy until I've had time to adjust d) I want to understand exactly why, with the data behind it

11. In a negotiation, I: a) Push hard for the best outcome, comfortable with tension b) Build the relationship and find a win-win narrative c) Look for the fair, steady outcome that keeps things good long-term d) Come in prepared with numbers and a clear walk-away point

12. My workspace/CRM hygiene: a) Messy but I know where everything is — speed over order b) A bit chaotic, but I make up for it with people-energy c) Tidy and consistent — I like things where they belong d) Highly organized, detailed notes, everything logged

13. When starting a new account/territory, I: a) Jump in and start calling — I'll learn by doing b) Start building relationships and asking for warm intros c) Take time to understand the lay of the land before acting d) Research thoroughly and build a plan before the first call

14. What frustrates me most in a teammate: a) Indecisiveness b) Being cold or all-business, no warmth c) Constant last-minute changes and chaos d) Sloppiness or skipping steps

15. If I could change one thing about how my manager works with me, it would be: a) Give me more autonomy and fewer check-ins b) Give me more recognition and connection, not just metrics c) Give me more notice before changes and more stability d) Give me more detail and context before asking me to act

Scoring

Count how many times you circled each letter across all 15 questions:

• Total a's: ___ → D (Dominance)
• Total b's: ___ → I (Influence)
• Total c's: ___ → S (Steadiness)
• Total d's: ___ → C (Conscientiousness)

Your highest total is your primary style. Your second-highest is your secondary/blend style — most people are a blend of two.

Style Profiles

D — Dominance ("The Driver")

• At a glance: direct, decisive, results-first, impatient with process for its own sake
• Communicates best when: you get to the point fast and give them room to act
• Motivated by: autonomy, challenge, being trusted with the hard calls
• Drained by: micromanagement, long meetings without a decision
• Coach them by: direct, specific, brief feedback — skip the sandwich
• Manager misstep to avoid: over-explaining the "why" when they just want the "what" and room to execute

I — Influence ("The Persuader")

• At a glance: energetic, relationship-first, persuasive, thrives on people and recognition
• Communicates best when: there's warmth and space to talk it through
• Motivated by: recognition, social connection, being seen
• Drained by: isolation, all-business interactions
• Coach them by: pairing critical feedback with genuine connection
• Manager misstep to avoid: giving feedback only in writing/async — this style needs the conversation

S — Steadiness ("The Stabilizer")

• At a glance: calm, consistent, loyal, prefers steady process over sudden change
• Communicates best when: given notice before changes and time to process
• Motivated by: stability, genuine appreciation, being part of a dependable team
• Drained by: constant last-minute change, conflict, public put-on-the-spot moments
• Coach them by: private feedback with time to reflect
• Manager misstep to avoid: mistaking quiet consistency for lack of ambition

C — Conscientiousness ("The Analyst")

• At a glance: precise, thorough, wants the data before the decision, quietly high-standards
• Communicates best when: given context, evidence, and time to prepare
• Motivated by: being right, having their analysis validated
• Drained by: vague direction, being rushed, decisions made "on vibes"
• Coach them by: written feedback with specific examples, time to process before discussing
• Manager misstep to avoid: asking for a snap answer when they need time to think it through

Pairing Guide for Coaching & Practice

Using This in 1:1s and Deal Reviews

• Discovery coaching: coach D-style reps to slow down and listen; coach C-style reps to synthesize and move rather than over-analyze.
• Objection handling: I-styles over-rely on charm — coach toward substance. D-styles can steamroll — coach toward patience.
• Forecasting conversations: C-styles tend to under-call (waiting for certainty); D and I styles tend to over-call (optimism bias). Probe each accordingly.
• Team meetings: rotate facilitation — I-styles dominate airtime by default; deliberately create space for S and C styles.