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DiSC Training

DiSC Training

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DiSC Training

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  1. Jamey Musgrove presents

    DiSC Training

  2. What is DiSC? DiSC Dimensions of Behavior is a personality profile system. It is one of the most successful and widely used personal and professional development instruments ever created. It has been used by over 30 million people around the world and has an acceptance rate of over 95%. It is a powerful tool that is easy to understand and helps simplify the complexity of human behavior.
  3. What is DiSC? The DiSC model of human behavior was first published in the 1920’s by Moulton Marston. As an early pioneer in the field of psychology, he studied the affect of will and power on personality and behavior.
  4. William Moulton Marston Marston’s research led to a number of modern theories, but he is best known for: Assisting Universal Studios transition from silent to talking movies Serving as an advocate for women’s rights Creating the comic book heroine Wonder Woman Developing the original DiSC theory model
  5. William Moulton Marston Marston studied the correlation of raised blood pressure and the resulting physical body changes. In his desire to find a way to prove a person’s innocence, his studies led to the invention of an innovative little machine in 1915… The first functional polygraph lie detector. He first used it in World War I.
  6. Marston - DiSC From Marston’s desire to develop a unit of measurement for mental energy (the energy of behavior and consciousness), came his DiSC model of human behavior. Based on his four-dimensional model, the Personal Profile System was created and first published in 1972. The model divides behavior into four distinct dimensions.
  7. DiSC Dominance Influence Steadiness Conscientiousness
  8. Dominance Emphasis is on shaping the environment by overcoming opposition to accomplish results. Tendencies include: Getting immediate results Causing action Accepting challenges Making quick decisions Questioning the status quo Taking authority Managing trouble Solving problems
  9. Influence Emphasis is on shaping the environment by influencing or persuading others. Tendencies include: Contacting people Making a favorable impression Being articulate Creating a motivational environment Generating enthusiasm Entertaining people Viewing people and situations with optimism Participating in a group
  10. Steadiness Emphasis is on cooperating with others within existing circumstances to carry out the task. Tendencies include: Performing in a consistent, predictable manner Demonstrating patience Developing specialized skills Helping others Showing loyalty Being a good listener Handling excited people Creating a stable, harmonious work environment
  11. Conscientiousness Emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy. Tendencies include: Adhering to key directives and standards Concentrating on key details Thinking analytically, weighing pros and cons Being diplomatic with people Using subtle or indirect approaches to conflict Checking for accuracy Analyzing performance critically Using a systematic approach to situation or activites
  12. Why DiSC Training? Understand the behavioral tendencies of individuals (and those of your team) and develop an understanding of how your behavior affects others. Improve communication and interaction with your prospective residents through more successful dynamics. Resource for insight and approach when dealing with communication challenges.
  13. Why DiSC Training? For the individual employee, DiSC helps to: Learn how behavior impacts their effectiveness Discover your behavioral strengths Recognize and value behavioral differences in others and adjust approach for more effective communication Enhance individual performance and contribution to a team Reduce conflict and stress
  14. Why DiSC Training? Disc assessments were given to each of you Here’s what we found…
  15. Results Most were consistently high in Influence indicated by strengths in the following areas: Trusting Influential Pleasant Sociable Generous Enthusiastic Gregarious Persuasive Impulsive Emotional
  16. Patterns Out of the 15 most commonly occurring profile patterns, Greystone Field Marketing results fell into the following 7 categories:
  17. Appraiser
  18. Counselor
  19. Inspirational
  20. Perfectionist
  21. Persuader
  22. Practitioner
  23. Promoter
  24. Recent New-Hires
  25. Strengths Overused Can Become Weaknesses D who is good at directing and deciding, may become autocratic. i who is good at promoting and persuading, may oversell and manipulate. S who is steady and agreeable, may give in despite their needs. C who is good at analyzing and checking, may become perfectionistic and indecisive.
  26. Final Thoughts An individual’s success is dependent upon his or her motivation and ability to adapt. Success ≠ certain behavioral pattern Success is an individual knowing themselves, understanding others and adapting to the needs of the situation.
  27. Final Thoughts DiSC patterns are beneficial in identifying certain behavioral tendencies and in finding the right blend of strengths for the team. However… There is no ideal profile for any one role or group.
  28. Going Forward Remember…behavior can change, be adapted, and is situation-specific. The more you know about the interpersonal tendencies of yourself and others, you can adjust the way you interact to facilitate communication and contribute to overall team cohesiveness.
  29. Questions?
  30. Tricia Mackin presents

    Communication and Discovery: The Art of the Sale

  31. Words Don’t Have Meaning… People Do!
  32. Communication Quiz What part of communication is verbal? 7% What part of communication is tone? 38% What part of communication is body language? 55%
  33. First Impressions Every aspect of our interaction with them and their experience with us is part of selling Greeting Open the door for them Offer a beverage Take a seat Remember, while you are qualifying them… they are qualifying you to determine if you are trustworthy Appearance Eye Contact Their entry experience with you The way you treat colleagues and residents
  34. “Who” They Are – Not Just “What” They Say Whatthey say are just the facts: Price Square footage requirements Toilet Height Who they are Personality Personal history Relationships Hopes and dreams Fears and realities
  35. Discovering the WHO 15-2-10 15 – Minutes of Prep Time 2 – Minutes to Mirror and Build Rapport 10 – Minutes to listen to needs and/or 10 Questions
  36. 15 Minutes - Preparation Consult notes in REPs Prepare mentally to listen What might be exceptional about this person Plan questions unique to their situation Where do I find a connection? Be a Trusted Advisor Consistent Helper Solution Provider
  37. Mirroring to Build Rapport Name that time…she can do it in 2! Is a sale won in the first 2 minutes? Rarely if ever Can it be lost in the first 2 minutes? Absolutely!
  38. Socializer Happy, friendly, gregarious “Relaters” – don’t care for details Talk fast and sometimes too much Like compliments Take up lots of your time Be friendly and outgoing…even if that is not your natural personality
  39. Thinker Might stay silent on entire walk from lobby to office They need reassurance and not pressure Do not engage Until they get settled in Have your full attention Give them Physical space Talk less Talk slowly
  40. Director Aggressive – like to get right to the point Speaks in short, staccato sentence Does not want to “waste” time socializing Move fast Speak less Be intentional Be concise
  41. Who am I??? A touch of schizophrenia… Never underestimate how mirroring their body language can create a positive experience
  42. 10 Questions/10 Minutes No one wants to be sold to…but we all like to buy Take 10 full minutes to really get to know them Each individual is different Ask 10 questions unique to them (Remember, you already wrote these down in the 15 min prep time) Take notes!! Note taking builds credibility They will know you are truly interested when you are taking notes and will go deeper with their conversation
  43. Why Take Notes? Senior adults know there is only so much verbal information they can retain… you can bet they are wondering if you are able to retain all of the intimate details they are sharing with you Write down your notes into key categories Family, Connections Home Value Interests Barriers
  44. Dive Deep The order of your discovery does matter Don’t descend to fast…and also never ever ascend too quickly Seeing/Experiencing the lifestyle Current decision maker Urgency Basic Needs Ability
  45. See Them – Learn Their Experience The LENS Principle: Who we are determines how we view others If you are a quick decision maker – don’t assume they are Cynics tend to view decisions in a cloud of negativity Do not read their minds or interrupt–let them finish speaking! Don’t spend listening time thinking – really listen! Our primary job is to infuse optimism for their future Hope for what the future holds for them!
  46. Experience Questions Experience: Where do they live; what do they know about your community (both the sponsor and/or local community); what do they know about CCRC’s. What prompted you to call today? How did you happen to hear about Amazing Community? Have you visited Amazing Community before? If so, what appealed to you? Clarifying Questions: Have you been researching retirement options long or are you just getting started? Do you know anyone who lives in a CCRC? Amazing Community? What do you know about our sponsor?
  47. Current Decision Maker Reason for Current? Asking solidifies that they are in control of the decision They want to decide their own destiny Not all will be in this situation but still feel the NEED to maintain a level of independence in the decision
  48. Urgency Urgency: How urgent is the need; is there a time frame they are thinking about; how much time should we spend with this 'prospect' Tell me about your current situation. What would be a possible timeframe for considering a move? Clarifying Questions: What is motivating you to research retirement options at this time? Have you and your spouse reached agreement on retirement options? What do you believe is a solution to {the issues which motivated you to address your current situation and shop for a retirement option}?
  49. Basic Needs
  50. Primary Motivators Motivations: Ask them what’s No. 1 Security: Physical/Financial Nutrition: Chef, variety, choices Loneliness:Active or anonymous as you choose to be Fitness: Want to know it’s available Privacy: Communal living
  51. Basic Needs What are their personal requirements? What are you looking for in retirement living options? What do you enjoy doing when you are not researching retirement options? What special interests do you have? What is the most important thing to you in considering this decision? Clarifying Questions: If they immediately address pricing: Are you more interested in a one bedroom or two bedroom? What is the right community going to feel like to you after you move in and have lived in your new home for six months?
  52. Ability Why do we hold questions related to ability to pay or manage independently until the end of the discovery process? Need must first be illuminated If people realize they have a need that has a viable solution…their ability to choose that option is greatly enhanced What is their physical and financial ability? Where do you live now? How long have you lived in your current house Clarifying Questions? What is your biggest concern with considering a move? To make a move to Amazing Community will you need to sell your house to cover the refundable entrance deposit. Will you need assistance making arrangements to place your house for sale? What assistance will you need to prepare your house for sale?
  53. Key Decision Points Focus on gestures/tone of voice Avoid pre-conceived notions Be alert to verbal/non-verbal clues Note words they emphasize
  54. Applications of 15-2-10 Being prepared and taking notes about their needs builds trust and credibility Building rapport through mirroring techniques and appropriately responding to personality type relaxes the customer and quickly opens pathways to go deeper in conversation with them Listen with all your senses and gauge their body language to learn the WHO as you decide how to lead the discovery process PEOPLE BUY FROM PEOPLE THEY LIKE AND TRUST
  55. The One Thing… Infuse hope! To win the right to be heard – take time to step through a solid discovery process Be passionate about our message and point the way to a more hopeful future
  56. LUNCH

  57. Residency Agreement Read Comprehend Discuss Reference (location in Agreement)
  58. Why Know Your R.A.? “I’m a Sales Counselor, not a lawyer…why do I need to know the Agreement?”
  59. Credibility If you are comfortable and confident with the R.A. your Prospect will be too! It is an integral part of the sales process.
  60. Why Know Your R.A.? Today’s Prospect Profile Likely to use a professional advisor Is well educated Has substantial financial resources Analyzes Risk and plans accordingly Is weary of Senior Scams Understands LTC costs
  61. Why Know Your R.A.? Every Community’s R.A. is Different State Law Sponsor Competitive Environment Actual Facilities Available Continuum
  62. Frequently Asked Questions Answered in the R.A.
  63. F.A.Q. What is the Entrance Fee used for and will I receive interest? Answer Reference: Entrance Fee and Monthly Fees
  64. F.A.Q. What services are included in my monthly fee? Answer Reference: General Services and Facilities Included General Services:
  65. F.A.Q. What happens if my spouse requires a higher level of care than I do? Answer Reference: Transfers and Readmission; Double Occupancy Single Transfer: or General Services; Lifecare Benefit/Long Term Care Benefit; Effect on Monthly Service Fee
  66. F.A.Q. Can I have Home Health Care in my apartment? Answer Reference: Residents’ Rights & Obligations Home Health Care Services:
  67. F.A.Q. Can I have overnight guests? Answer Reference: Miscellaneous;Guests: or Residents Rights and Obligations; Guests
  68. F.A.Q. When will my Entrance Fee be refunded? Answer Reference: Terminations and Refunds; Termination of Residency after Occupancy: Refund of Entrance Fee; Right of Set-off
  69. F.A.Q. Can I change apartments after I move in? Answer Reference: Terminations and Refunds; Relocation:
  70. F.A.Q. Will my Monthly Fee increase? Answer Reference: Entrance Fees and Monthly Fees Changes in Monthly Service Fees:
  71. F.A.Q. What if I need a higher level of care and there is no space available? Answer Reference: General Services; Life Care Benefit/Long Term Care Benefit; Admission:
  72. F.A.Q. When and how is it decided that I can no longer live in my apartment? Answer Reference: Transfers and Readmission Consultations:
  73. F.A.Q. What if I run out of money? Answer Reference: Entrance Fee and Monthly Fees Residents Who Become Unable to pay:
  74. F.A.Q. How does the dining program work? Answer Reference: General Services and Facilities Dining Service:
  75. The Tough Ones While most terms of the R.A. are straight forward and reinforce the value of the Community, Prospects might object that some sections are ambiguous or uncertain. It is important to understand where in your R.A. these might be and how address with Prospects.
  76. Examples Include: No written cap on monthly fee increases Excessive delay on refund because of low occupancy Loss of refund because of financial problems/bankruptcy of the community Community holds final decision for health related transfers
  77. Resources Remember to Use your Management and Operational Team to help handle tough objections. It goes back to credibility.
  78. Resources Regional Manager Sponsor Executive Director Administrator Director of Nursing Board of Directors
  79. Legalese Definition: Language that is typically used in legal documents and is generally considered by lay people to be difficult to understand
  80. Severability A clause in a contract that allows for the terms of the contract to be independent of one another, so that if a term in the contract is deemed unenforceable by a court, the contract as a whole will not be deemed unenforceable.
  81. Right of Set-off An agreement defining each party's rights should one party default on its obligation.
  82. Subordination Allowing a debt or claim which has priority to take second position behind another debt, particularly a new loan.
  83. Right of Subrogation The right to assume the legal rights of a person for whom expenses or a debt has been paid.
  84. Right of Subrogation The right to assume the legal rights of a person for whom expenses or a debt has been paid.
  85. What are your stories and how did you respond?
  86. Chuck Schwambach and Tricia Mackin present

    Overcoming Objections

  87. Fear!
  88. No Fear Take the Objection Head on An objection signals that they are fully engaged Seek Understanding and rephrase Overcoming Objection only way to determine it’s Real
  89. “The Prices Worry Me” “I thought this was a not-for-profit community!”
  90. No Fear Refuse to accept the first response Dig deeper to find the heart of the issue Actively listen and mirror to build trust Don’t become a Buyer instead of Seller Remember purpose of true discovery Find the emotional connection Provide solutions to the true need Ask Open Ended Questions
  91. Objections Not ready yet I need to think about this I’m too Young- -- I’m too Old I can’t afford this Apartment is not large enough I don’t want to leave my home/my friends I don’t want to live around sick/old people I don’t need all the amenities and services I am healthy I enjoy working around my home This will be too far from my children My children don’t want us to do this
  92. The ABC’s of the Close Closing takes place throughout the sale Emotional “How do you feel about what we just discussed?” Practical “If I am able to provide a solution that overcomes the hurdles we’ve discussed, will you consider this option” Logistical Always be on alert to buying signals (Verbal & Visual) Know what you will offer as their “Next Step” Logical Always able to close for “The Plan”
  93. The Right Assumption You WILL guide them to “YES!” Build the Relationship Learn WHO they are Know what they VALUE Be their Trusted Advisor Nothing can break down barriers like TRUST Be responsive to their NEEDS Provide Value Answer the “What’s in it for me?” Focus on what means the most to each customer Help them to see your community as the SOLUTION

  95. Mary Krantz presents

    Effective Retention Tools

  96. Marketing Involvement Retention is all about relationships Happy residents do not move out Content residents refer Involved residents add to the vibrancy of the community
  97. Retention Management A snapshot of interests, contacts, event attendance REPS Spreadsheets
  98. Retention Tools Depositor Orientation Regular Social Gatherings Personalization Survey & Tracking Individual Retention Plans
  99. Retention Tools Events Help to build that sense of community – even before the community is built and occupied Community/Residences Showcase Lifestyle Events Resident Social Events Marketing Events Combining Marketing Events with Resident Events
  100. Event Invitations
  101. Event Invitations
  102. Event Invitations
  103. Event Invitations
  104. Event Invitations
  105. Event Invitations
  106. Event Invitations
  107. Event Invitations
  108. What Are Your Best Tools? Discussion Sharing Close
  109. Retention and Successful Events Prevention of Cancellations Call outs and Appointments Proactive The sale doesn’t stop at the Deposit – continue to call Personalization of apartment – indicator? Monitor Event attendance for those who do not attend Utilize MI Coordinator for Call Outs & appointments Marketing and Management Team Reactive No news is good news or is it? Self-fulfilling prophecy - don’t call because you’re afraid they’ll cancel
  110. Retention and Successful Events – 2 Cancellations – they happen at all stages Save those that can be saved Loss of benefits: charter, construction, etc. Reality hits – need reassurance that they made the right decision Letting go of those that cannot be saved No longer qualified Need HS now Finances Keep them in REPs and keep in contact
  111. Retention and Successful Events – 3 Big Events Fun - Lifestyle To mix or not to mix – depositors/leads/prospects Depositor only event Referral Events Focused on Move-In - Physical Construction Update Roll out of Incentives/Tools Moving Expo Real Estate/Rightsizers/Attorneys Moving in – Psychological/Emotional
  112. Retention and Successful Events – 4 Smaller Events Move-In Related Neighborhood specific Real Estate Seminars Service specific seminars Rightsizers / Downsizers Movers Interior Designers Furniture companies Storage Temporary Housing
  113. Retention and Successful Events - 5 Small Depositor Events Resident Related –Transitioning to a Resident Fun - Lifestyle Specific to a group as to interest or situation Single Ladies Mini Spa Day Food – Men’s lunch/breakfast Site specific – local celebrities Realtors – neighborhood specific Take the big events and make them small by current neighborhood and/or or the new “Community” neighborhood.
  114. REPs – Opening Stage
  115. Move-In ProcessMove-In Coordinator Move-In Coordination MI Coordinator is the Key Marketing Management Construction Turnover of Common areas Turnover of IL apartments Complete Staggered Turnover of Health Services: AL, MS & SNF
  116. Move-In ProcessSales Team Sales Team continued focus on sales Sales Process adding a tour to the process Discovery Designated Discovery/Closing Room at the community Community common areas – privacy, distractions/availablity limited Tour Specific to discovery: common areas & units (limited to?) Resist urge to “show it all” Close – designated area Distractions Residents & Families Management Team Vendors Move-In Goals added to Sales Goals – Process cannot stop or your pipeline will dry up.
  117. Move-In ProcessSales Team - 2 Sales Team Office Location(s) Off-site Sales Office Keep the lease Initial Appointments Community Office Subsequent Appointments Tours Walk –ins: how to separate the “true” from the “lookee-loo”. Scheduled Models How Many? Styles? Location(s) - Where Guest Rooms / Trial Stay / Stay Overs
  118. Move-In ProcessSales Team - 3 Contract Signings At Opening All hands on deck Post Opening Designate a management individual to do signings Move-In Coordinator/Marketing Assistant to schedule Management/Operations and Marketing Keeping communications open Team Player – doesn’t mean scrubbing the floors
  119. Open Moving from Sales Team to part of a Community Team Graciously saying “no” to non-sales activities Committees/Meetings/Etc Resident Activities/Drop in activity Marketing/Sales Director Keeping you focused on new sales Point person for “committees” Budget – use of marketing dollars for Resident parties/events. (commingling)
  120. Transitions ……. Residents From a Depositor to a Resident Developing relationships with the new team Sales Counselor Letting go physically – do you have time to visit each apartment? Letting go emotionally “No one knows them like I do”. Mourning a loss of the former relationship of being #1 .
  121. Transitions - 2 Resident and Family Referrals Definition of events – a resident event versus a referral generating event. Monthly Resident Council Resident parties in which they invite their friends Individual Housewarmings Host resident clubs: Bridge, hobbies, Bible Study, etc.
  122. Transitions - 3 Resident and Family Referrals Parade of Homes – residents showing off their apartments in addition or in conjunction with to the Model Open Houses. Outreach – Attend or speak at resident off site clubs and organizations. Other …….
  123. Marketing Team Everyone’s a Marketer Train your “helpers” Team/Staff Expectations Work with the supervisors when a “helper” is not appropriate or an issue occurs. Residents Resident tour participation Planned Spontaneous
  124. Marketing Team - 2 The Marketing Team – Growth Independent Living Marketing Director Sales Counselor(s) Marketing Assistant Move-In Coordinator Health Services Team Sales Counselor(s) Outreach Admissions Coordinator
  125. Close Success Filling the community Goals Sales Occupancy Working the process Focus on Sales - Only - Sales Discussion Questions
  126. Angela Hanson presents

    Selling an Operational Community

  127. Key Understanding “CCRC’s are SOLD, not Bought” or
  128. Selling an Operational CCRC Lead Faces a Complex Decision Process- Financial Considerations Contractual Implications Choices that impact how they will live Negative emotional connotation Sale of Home Physical Move All and all, just too over whelming……
  129. Decision Drivers Phase/Care Level - Health Services- Needs Driven Independent Living- Blue Sky Plan in Place Operational Ready to move
  130. Multi Layered Decision Process Getting to “yes”:
  131. Cart Before the Horse “You can’t sell urgency before desire”
  132. You Had How Many Cancels?? Question: What percentage of Blue Sky depositors typically move into a community? Answer: 50%
  133. Operational Sales Objective Overall Goal- Get people moved in! (Fast!)
  134. From Inquiry to Move-In Sales Process- Take it one step at a time
  135. Sales Process
  136. Inquiry Always Avoid Selling by phone Not being interested Not setting timing Specifics of pricing Qualifying by phone Sending too much Ask how they heard Confirm info Have they visited Reason for call Try to get them in Confirm next step
  137. On-Site Event Always Avoid Over informing Over touring Too many attendees Specifics of pricing Going too long Confirm rsvp Establish agenda Review logistics Register Basic & General Utilize residents Confirm next step
  138. Appointment Preparation Review notes- What do you know? What do you need to know? Notification of staff Prepare collaterals etc. Refreshments Preview areas to be used/toured
  139. Discovery Observation Introduction Establish connection Explain process & timing Quid pro quo Be “interested” Physical appearance Mobility Body language Eye sight & hearing
  140. Tour Always Avoid Don’t show it “all” Dining on the 1st visit Assuming wants Rushing Match to wants Map in advance Focus busy areas Introductions Basic & General Utilize residents
  141. Apartment Selection Availability Price Point Location Features and benefits Handling negatives
  142. Getting to “Yes” Objections Too expensive Apt too small Desired apt not available Residents too “old” Don’t like food Cheaper at home “Not ready yet”
  143. Getting to “Yes” Obstacles ACI Terms of the agreement Timing Real Estate Market Apt availability
  144. Getting to “Yes” Creating Urgency Health approval Inventory Pricing Reality of current situation Seasonality Incentives and Tools If I could do X, ……….
  145. Deposit CCRC ? Your CCRC ? Ready yet? Understand value? Found a great apt? ACI supportive? Reviewed finances? Aligns with values? Ask for the check!
  146. Move Preparation Move-In Tools Real estate partners Market Analysis Market conditions Organizer/Planner
  147. Actual Move Make it happen Hand them over Ask for referrals!
  148. Share Your Challenges Discussion of challenges in your specific community Common themes? Aging community – physical plant tired Residents aging in place Programming, activities Dining venues
  149. Share a Recent Success Share your success Share your ideas Other
  150. Challenge Yourself
  151. WRAP UP