Then, by the VelDis approach participants of time management training can more easily understand that a С-person (in comparison with other DiSC-persons), often being a perfectionist, will pay more attention to not urgent, unimportant tasks. S-people tend to go for important, not urgent tasks – preparing the ground for long-term results. An I-person often breaks all deadlines, therefore more often than others they deal with urgent and important tasks. For a D-person, urgency is the "red flag", therefore they are more than other styles responding to urgent unimportant tasks (even throwing them away quickly).
Moreover, using the VelDis approach, a participant can establish a link between conflict resolution and time management. They easily see (Fig. 3, 4) that competitiveness is most suitable for a situation where the task (problem) that you would like to solve in a conflict is unimportant and urgent. You can try to push, and if you fail, then go away. Collaboration is the best choice for important and urgent problems. The best way to deal with important not urgent problems is accommodation – you have time to investigate the situation more deeply and establish deep relationships to get maximum results when time becomes a problem for you. And if a problem is not urgent and unimportant – just fly away and avoid this conflict.
Sales process from VelDis view
As for the sales process, it classically consists of several stages. From our point of view, the salesperson uses two kinds of behavior (similar to P. Hersey's Situational Leadership Model): directive (informing a client what, how, when, where and with whom to do) and participative (listening, encouraging, clarifying and expressing a willingness to help…). By high directive behavior the salesperson, accelerate (V) the purchase decision. By participative behavior he approaches (d) the needs and interests of the client. Thus, we have four stages of the sales process (Figure 5).