KGCI: Real Estate on Air - Turn Prospects into Profit Using the DiSC Model

Episode Date: March 19, 2026

Summary:This episode provides a tactical masterclass on how real estate agents can use the DiSC behavioral model to dramatically improve their sales and negotiation skills. The host breaks down the four main personality types—Dominance, Influence, Steadiness, and Conscientiousness—and explains how to quickly identify each one in a conversation. The discussion offers actionable advice on how to tailor your communication style, presentations, and follow-up to match a prospect's personality, leading to a higher conversion rate and a more positive client experience. This is a must-listen for any agent who wants to close more deals by mastering the art of personalized communication.

Welcome to Uncommon Real Estate, where it's all about finding creative solutions for real estate agents and investors. In exclusive mastermind conversations with some of the brightest minds in real estate, you'll learn how to earn an extra six figures a year. Don't follow the herd. Be Uncommon. Here are your hosts, multi-millionaire real estate agent and investor, Chris Craddock and Jeff Safright. Welcome to another episode of the Uncommon Real Estate podcast. I'm your host, Chris Craddick, and I, I am super pumped to be here with you to discuss how we can win in real estate. Winning is selling more properties, learning to build wealth. And remember, wealth is when your money works harder than you work. So today, we are going to talk about how to win more sales using the disk profile.

I'll tell you, everybody thinks the whole goal is to treat others like you would want to be And as much as I think the golden rule makes a lot of sense and a lot of places of morality, I am not certain that the golden rule is exactly what we want to be looking at here in our everyday life. Because the reality is, I want to be treated differently than somebody else who wants to be treated differently than somebody else. And so I'll give an example of this. So my sister is a high D on the dis profile, which means she wants to be treated differently.

which means she wants what she wants when she wants it, how she wants it, and she wants it fast, right? She doesn't want to mess around. She wants what she wants. Well, when she was buying a house, this was before I was a real estate agent, there was a real estate agent who he was a high S on the disc profile. So his whole goal was to make sure there was a long process to make sure that you didn't miss anything and did the right thing, right? S systematic, you know, stable, which was in direct conflict with what my sister wanted. She wanted what she wanted, and she wanted it pretty quickly. And so she saw a house.

She was super interested in. And she called this real estate agent and said, hey, I'd like to go take a look. And he said, okay, we can do that. But first, why don't you fill out this paperwork? It's called a wants needs analysis. And then we'll go through it and make sure that this is a great fit for you and your family. And she said, okay, sounds great. She hung up.

she called my uncle immediately and said, hey, Larry, who do you know who is a good real estate agent and can show me a house this afternoon? And he was like, oh, I've got a friend. Sure. Sent the friend. My sister went, looked at the house with that other agent, didn't end up buying that because it didn't feel right. You know, a lot of high deeds are very, very, very much into what their gut tells them. And we can break that down here in a few minutes. But it didn't feel right. And so, she went and found another house with that other agent, and the original agent was just shot because he's like, what? You know, I did exactly what I would have wanted to happen for me, right? The golden rule. So I always thought it was super cheesy, but the platinum rule is do unto others

as they would want done unto them. And I was like, that's cheesy, but it makes a lot of sense. With that said, let's dive into what each of the disc profiles look like. So it's D, I, S, and C. So a high D is a driver, decisive. You know, you can even say domineering, the person that wants what they wants and they want it yesterday, right? A lot of entrepreneurs are high D's, right? Like, that's why you become an entrepreneur. And so the high D is okay being wrong.

They oftentimes are right because their gut will tell them, you know, where they're going. And here's one of the interesting things about the gut. The gut is a lot of data that comes into your mind that makes you feel a certain way. Now, you haven't taken time to analyze that data, but oftentimes a high D tends to be right more often than they're wrong because they can see that data really quickly, but they don't realize its data. And the problem with Hydenies is if they were to unpack the data, they would probably be right a whole heck of a lot more. And they would be such a better use for good in this world because they can do so much more than, you know, always, always, always doing, which is important,

like the ready fire aim, because sometimes you got to move fast, right? And let's be honest, nobody would have gotten into business if they would have analyzed the data because most businesses failed. Most real estate agents fail. Most of the time people fail. And so the reason why people get into business, the reason why people get into real estate is because they believe that they can outperform the odds. And a lot of high D folks outperform the odds. So with that said, it is really important to understand the high D is not going to have to be convinced by tons of data that you just have to get them to the fact that they feel good about it, right? But if you make them take time, no. Now, this is also the other piece that I think is really interesting is the high D personality

does not need, I mean, we already said this, they don't need all the information. They don't need the certainty gap completely closed. So if you've ever read any of Jordan Belfort's stuff, he talks about like that certainty gap, right? So the high D can can just, I feel good about it, let's go. Versus the high C, which is they need to know that they're right. That's their biggest fear as being wrong is they're going to miss out. Now, this is, I lost my train of thought, but on the D. But this was one of the issues like on our team that we were losing a lot of people that

we were interviewing that were really great hires. And I didn't understand why we were losing so many of them. And then I realized that we had created a long process for hiring. And in that process, we said we were going to hire slow fire fast. That was a really foolish decision on our car. Because now we hire fast and fire fast. You know, that's just the whole thing, you know, as far as our sales agents go, because what happened was the high D.

personalities did exactly what my sister did. They said, oh, yeah, sure, I'll go through the process. And then the process dragged on. They had to meet with a couple of people. And then by the time, they were offered the spot on the team. They'd already found another team because that's what high Ds do. So speed is important with a high D. And here's the thing. If you go on a listing appointment and it's a high D, you should have that listing signed that day or they'll find somebody else who will make them feel good about it. Because again, a high D respects a high D. A high D expects you to make something happen on that.

So yeah, that's the deal there. The number, the number two perspective on the disc profile is the high eye, the inner person. personal, the extrovert, the person that likes to do stuff with others, right? So that's the whole thing that you look at with the high eye is they like to do stuff with others. So what's the language we're going to use with an extra or with an extrovert with a high eye? We're going to say stuff like, oh man, we're going to do this together. This is going to be fun. This is exciting. We, we, we. If you make them, if you say you and isolate them, they are out. They do not want to do stuff by themselves. They want to do stuff with somebody else. So the I wants to know that they're in it with you, right? They don't need the certainty gap closed. They just want to know that they're not in it

by themselves. That they're going to have, they're going to have fun. It's going to be an exciting process. You know, usually the high eye does not want a ton of data. They want enough data to feel good about it, but they want to know that they've got social proof, right? Tell stories. Lots of stories sell with eyes. You know, stories sell regardless, but with a high eye stories absolutely sell. And they want social proof. They want to know that their friends are with them. Everybody else is with them, that nobody is going to look at them and say that they're an idiot. So that's what a high eye needs to be doing. Stories sell. So yeah, high eye. We, we're going to do it together. Never, never, never, never, just let them feel alone, you know, be on the phone with them, be, you know,

present with them the way that they want to be present, right? That's the big thing. Don't say, hey, go to this open house and let me know, even if they're signed, you go with them on the showrooms or you get a showing system to go with them, but they're with other people. Capish, you get the high eye. I got to take another drink. It is hot here in Virginia. All right. So S. So the S, Man, a lot of times the S is, you know, the piece that if you build a team, you need and you are a high D, you need a high S, right? And I'll tell you, when I was way more immature than I am now, and I say more immature, because I don't know that I was completely mature yet, but I'm even close.

But when I was way more immature, I would get so annoyed by the S's and the Cs because they'd always want to slow down. And I'm like, let's just figure it out. We got it. Let's just go do it. And the Ss want to know there's a plan, right? So the Ss are way more loyal. So they'll stick with you longer.

The C's, man. Oh, geez. If something doesn't feel perfectly right, they're out. They're gone. They will leave. S's are more loyal. And also, they have way more room to be okay with things. as long as they feel like they're following a plan.

So here's what you, here's the phrases you use with S's. You say the next steps, here are the next steps. The biggest fear for an S is that, that they just, that there's no plan, that you're just like, seat at your pants. You're just going to wing it. Nobody wants that, right? Everybody wants to know that you are doing this thing, right? Like, that you know what's going on, that they are in good hands, right?

Allstate, I think it's all state, you're in good hands. Whatever it is. They want to know that you're in good hands. And once they know you're in good hands, then they're willing to move forward. So how do you speak to an S? You're on a listing appointment. You say, so this is our plan. Ooh, they love that.

They love the plan. This is our plan. This is how we move forward. This is what we do. And then you just, you know, tell the plan, you know, we do our coming soon campaign. during that time we do our pre-marketing, then we list on a Wednesday, we go through the weekend, and we do not accept offers over the weekend. If there's more offers than one, we put an offer deadline on Monday morning.

And then and then and then so that they know that you have a plan. Once they know you have a plan, you are set. You're good to go. Everything is good. So that's the big key there. Once they buy in, they're loyal until you break their trust. right you just can't break their trust they got to know that you've got their back that you're with them that you have a plan you know don't lie to them don't i mean don't lie to anybody right that's a stupid

idea that's not a good business move but yeah you break their trust and it's it's really bad because then then you've lost them forever right so you just got to make sure and a lot of times high asses like integrity is a massive massive thing for them so they've got to know that you're a person of integrity that's that's important that they can trust your plan they can trust your process right so that's your s right a lot of accountants are high s's and you know and people will think that they're a high c because they don't want to mess things up but you'll see a lot of bookkeepers are are high c's right so let's let's move into the c so a c like their biggest goal is to make sure that everything is correct right everything is right their biggest fear is that something is wrong right

that the I isn't dotted, the T isn't crossed, that they messed something up. Now, you want these people as your transaction coordinators, you want those people as your bookkeepers, you want those people as the ones, you know, making sure that nothing is missed, right? Now, a high D will tend to butt heads with a high C because a C will like want to, you know, they say measure twice cut once. A high C will want to measure four times cut once, right? And a high D is like, I'm just going to eyeball it. It looks good.

And that's where everybody coming together in the same world, if they can have a high degree of love and trust for each other can create a great building. Right. But if they don't, then everybody's fighting with each other. The high D is just saying, let's get it done. And so for the disprolial, let me just throw this out. Like, I'm a high D.I, right? And it depends on the day that I take the disprofile assessment. And it's not a test because a test you can pass or fail. Although, I think some people I know fail, their personality, their personality test. Most people, you don't pass or fail. It's just, it assesses your personality. So high D personality. When I take it and I'm in like ultra high D mode, I will run over people to accomplish goals. But then there's other days where to take it. I'm in a high eye mode.

Like I just totally like totally test out as the high eye. And if that's the case, then I will not hold people accountable. I'll not hold people to a good standard because I want to preserve the relationship over the goal, right? And the reality is when I'm the best version of myself, I'm somewhere in a mix, right? Where I'm like, this is the goal. And then we get to a point where I remember Gary Keller used to say this, that he won't fire anybody, but his standards would. Right. And so the whole idea is these are the goals. These are the

standards. And you've just got to live up to your own standards. Right. If you don't live up to your own standards, then, you know, there's no place for you here. Right. And what are the standards? You know, so that's that whole idea there that coming together of these is where it's really powerful. Now, that's me, the DIY personality. But I would have never been able to have built a company like Redux without people like David or Ami Kather. Like all of these, Lina, like all of these people that have more implementer personalities are really important because of the fact that they're able to bring gifts that I don't have. So that's where it's super, super powerful to have these other gift sets.

And there's a book called Rocket Fuel that I recommend every business owner read. But one of the things that you learn in rocket fuel is that I think it's like only one in 300 organizations can have a visionary and implementer live in the same world because the visionary is like drive, get things done and the implementer is like, but we kind of need to do it right. And so in most organizations, there's just this clash where the implementer thinks that the visionary is reckless and doesn't think through all the thoughts. Actually, one of my friends who actually sold his business for a gazillion D dollars, his implementer said his favorite quote was, nothing's impossible for the person that doesn't actually have to do it.

Right. And so that's that whole idea of, you know, you've got to get these implementers, the S's and the Cs in your world. But they've got to know that you love them, you care about them, and that you trust their perspective. And then they also need to know that they also need to be able to trust you that you are thinking through the big pay. You know, one of the biggest fights that David and I ever got into was when we were trying to figure out our whole, it goes back to hiring again, we're trying to figure out our hiring processes like three or four years. It's probably more like four or five years ago.

And we said, okay, we're going to go through a process when we hire somebody. And for me, I'm, again, I'm an extrovert. I am a visionary. I think everybody has the ability to crush it, right? And the reality is they do. The question is, are they willing to do what it takes to crush it? And so he was on vacation and we had just decided we're going to go through a process. I met with this guy who I thought was super smart.

He went to an Ivy League school. He was a college athlete. He was so driven. He had all the intangibles. And so I hired him on the spot. And then David came back from the town. I told him I hired him. And David was like, honestly, it was the first time.

there's only been a couple times where David has been so furious with me. Like, he's angry with me. And he was like, we just came up with this. Like, you're bringing this stuff and laying a bunch of crap on my plate to deal with and clean up the mess and all the other stuff. And I was like, and I could have handled it in two ways. I could have said, look, I'm the boss. I do what I do.

And honestly, the less mature version of me might have said that, right? if it was like, you know, 22, 25-year-old Chris, I might have said that. But after learning and growing and being around people and also knowing that David wants the best for me, for the company, for him, and that he cares about it, I'm like, you know, he's not just mad because he's mad. Why is he mad? Because we said we were going to do this and I didn't do what I said I would do, right? Like I broke my word.

I wasn't being a person in my word. And once I understood that and looked at it like that, I changed my view. And I apologize. I said, you're right. I shouldn't have hired him. You're 100% right. And I didn't lay the cabash and be the, you know, whatever. And, you know, the things that could have done.

But again, like, I would have won the battle and lost the war, right? That would have been the dumbest thing ever. Because you got to understand. These people are in your life to protect you, make you better to round you out. And not to say that your gifts aren't incredible. I mean, I've got a sign in my office right over to my right that says, are you in your genius zone? I need to be in my genius zone. But here's the thing. As a leader, if I feel so strongly about something, I need to be able to pitch that vision to the people in my world or else I should

not be doing that thing. If I cannot get them on pace, either the wrong, the wrong, people to be in the organization. And I'll tell you, David was not the wrong person to be in the organization at that time, at all. There was no piece where I would say, you know, oh, yeah, David's the wrong person here. So either I need to get him to buy into the vision of what we were doing, or I need to change, right? And that's my job as leader, and that's my job to take ownership. And so that's how, like, the D's, the D drivers and the S's and the Cs all have to work. together. Now, let me share another one where I failed. So we originally are a person that, it wasn't quite the DOO role, but the person that took over for her became the DOO.

But I'd say kind of our admin or, yeah, I guess she was just an admin at the time. She was a high C. And every time I interacted with her, I stressed her out. Like I just stressed her out like crazy because she was like, well, you're not thinking about this, this, this, this, and this. And I just stressed her out. And so we got to the point where, you know, we needed a level of like somebody in between, like a translator oftentimes, so that I didn't stress that because she did a good job or she was. But ultimately, she wasn't the right fit for the organization. And she ended up moving on, which was probably the best thing that could have ever happened,

because now we have somebody in that, you know, she is a high C. She wants things right. But we are able to relate super well because she's also a high S. She's an SC and she's got the loyalty function. And she knows that I care about her and I love her. And I know that she loves the organization. So when she pushes back on something, I know that usually if she pushes back,

I'm probably the one in the wrong, right? And so that's how I've leveled up in understanding a lot of this stuff. And also I've had to, you know, create humility, right? Like, again, I said this a minute ago, but like it's easy for me to say, I built this multi-million dollar, you know, organization and I did this and I did that and people should listen to me, darn it, and all the other stuff.

That's the stupidest thing you've ever, like I would have ever said. You know, and don't get me wrong, that has come through my mind and everything else. I've thrown my tantrums or has a, what do you, my friend calls it, a mantrum. I've thrown my mantrum. And I've done that before. But the reality is, humility wins, right? And the people that are in my world, I'm so thankful that they're in my world. And the second I stop listening to them, the second I probably stop earning the right to be a leader in their world.

Now, don't give me wrong. A leader has to, has to, has to, has to. You has to lead. And sometimes they have to do the hard thing. But you've got to, if you're not able to get your people on board, then that's not the way to do it. So now back to sales, right? When you look at the people that we're selling, we'll finish with this. If they're a high D, you need to be quick, fast.

We're going to get it done. Don't waste my time. If you're high, I, we're going to do this together. This is it. If you're high S, man, this is the process. This is a system. This is everything. If you're a high C and I'll tell you, this is where I still, to this day, I'm a darn good salesperson.

But to this day, I struggle with the high C. But when I know it's a high C, man, I get, if I go on a listing appointment, I'm getting the model name of the house. I'm trying to find measurements. I'm trying to find out who the builder was. I'm trying to find out, you know, what kind of insulation they used, right? Like if you can find out specific details, they will respect you. And then all of a sudden, you've earned the right to be heard. You've won the right.

And then you can win. So with that said, understand what other people want. Don't do what you'd want. Get out of your own head where you think that you know everything. Be humble enough to listen to those. around you come with curiosity and then you can solve their problem the way they want it solved. Until next time, go crush it. Boom. Welcome to Uncommon Real Estate, where it's all about finding creative solutions for

real estate agents and investors. In exclusive mastermind conversations with some of the brightest minds in real estate, you'll learn how to earn an extra six figures a year. Don't follow the herd. Be uncommon. Here are your hosts, multi-millionaire real estate agent and investor Chris Craddock and Jeff Saferight.