Team Insights

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Updated November 9, 2021

Team DISC

D
I
S
C
Extrovert
People
Introvert
Task

Decisiveness

How team members tend to approach problems and make decisions

Higher D Styles

Tend to solve new problems very quickly and assertively. They take an active and direct approach to obtaining results. The key here is new problems such as those that are unprecedented or haven't happened before. There may also be an element of risk in taking the wrong approach or developing an incorrect solution, but those with a High D score are willing to take those risks, even if they may be incorrect.

Lower D Styles

Tend to solve new problems in a more deliberate, controlled, and organized manner. Again, the key here is new and unprecedented problems. The Lower D style will solve routine problems very quickly because the outcomes are already known. But, when the outcomes are unknown and the problem is an uncertain one, the Lower D style will approach the new problem in a calculated and deliberate manner by thinking things through very carefully before acting.

Interactivity

How team members tend approach to interacting with people and display of emotions

Higher I Styles

Tend to meet new people in an outgoing, gregarious, and socially assertive manner. The key here is new people whom one hasn't met before. Many other styles are talkative, but more so with people that they've known for some time. The Higher I scores are talkative, interactive and open even with people whom they have just initially met. People scoring in this range may also be a bit impulsive. Generally speaking, those with the Higher I scores are generally talkative and outgoing.

Lower I Styles

Tend to meet new people in a more controlled, quiet and reserved manner. Here's where the key word "new people" enters the equation. Those with Lower I scores are talkative with their friends and close associates, but tend to be more reserved with people they've just recently met. They tend to place a premium on the control of emotions, and approach new relationships with a more reflective approach than an emotional one.

Stability

How team members tend to approach the pace of the work environment

Higher S Styles

Tend to prefer a more controlled, deliberative and predictable environment. They place a premium on security of a work situation and disciplined behavior. They also tend to show a sense of loyalty to a team or organization, and as a result, may have a greater longevity or tenure in a position than some other styles. They have an excellent listening style and are very patient coaches and teachers for others on the team.

Lower S Styles

Tend to prefer a more flexible, dynamic, unstructured work environment. They value freedom of expression and the ability to change quickly from one activity to another. They tend to become bored with the same routine that brings security to the Higher S traits. As a result, they will seek opportunities and outlets for their high sense of urgency and high activity levels, as they have a preference for spontaneity.

Cautiousness

How team members tend to approach standards, procedures, and expectations

Higher C Styles

Tend to adhere to rules, standards, procedures, and protocol set by those in authority whom they respect. They like things to be done the right way according to the operating manual. "Rules are made to be followed" is an appropriate motto for those with higher C scores. They have some of the highest quality control interests of any of the styles and frequently wish others would do the same.

Lower C Styles

Tend to operate more independently from the rules and standard operating procedures. They tend to be bottom-line oriented. If they find an easier way to do something, they'll do it by developing a variety of strategies as situations demand. To the Lower C scores, rules are only guidelines, and may be bent or broken as necessary to obtain results.

Team Values

Very Low Low Average High Very High
Aesthetic balance, harmony and form
Economic economic or practical returns
Individualistic stand out as independent and unique
Political be in control or have influence
Altruist humanitarian efforts or to help others altruistically
Regulatory establish order, routine and structure
Theoretical knowledge, learning and understanding

Britt McReynolds

DISC Style

Values/Drivers

HighAesthetic Very much prefers form, harmony and balance. Likely a strong advocate for green initiatives and protecting personal time and space.
Very LowEconomic May try to help meet customers' needs (internal and external) before their own.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
Very HighTheoretical Passionate about learning for its own sake. Continually in learning mode and bringing a very high degree of technical or knowledge base credibility.

Things to do to effectively communicate with Britt McReynolds:

  • Begin with a brief but personal comment or icebreaker.
  • Present your case logically and be efficient.
  • Be candid, open, and sincere.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.
  • Be clear, specific, brief, and to the point.
  • Ask specific questions, preferably focusing on 'what' and 'how' issues to draw out her opinions.
  • Stick to business, let Britt decide if she wants to talk socially.

Things to avoid to effectively communicate with Britt McReynolds:

  • Don't pretend to be an expert if you are not.
  • Don't over-direct or command.
  • Don't be vague.
  • Don't ramble on or waste her time.
  • Don't let disagreement reflect on her personally.
  • Don't force her to respond quickly to your objectives.
  • Don't come with a ready-made decision, and don't make it for her.

Sarah Tareco

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
HighAltruist Has a high desire to help others learn, grow, and develop.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Sarah Tareco:

  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Do your homework, be prepared, don't fake it if you don't know an answer.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Be specific about what needs to be done and who is going to do it.
  • Be clear in your explanations.
  • Make assurances that there won't be surprises.

Things to avoid to effectively communicate with Sarah Tareco:

  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't direct or order.
  • Don't use someone else's opinions as evidence, provide only hard facts and data.
  • Avoid rambling discussion and wasting time.
  • Avoid trying to build friendships and personal relationships.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't whine about all of the work you have to do.

Tara Skoglund

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
Very HighTheoretical Passionate about learning for its own sake. Continually in learning mode and bringing a very high degree of technical or knowledge base credibility.

Things to do to effectively communicate with Tara Skoglund:

  • Provide testimonials from people she sees as important and prominent.
  • Be prepared to handle some objections.
  • Be efficient: Hit the major points first.
  • Provide options for Tara to express her opinions and make some of the decisions.
  • Ask 'what' oriented questions that close the issue or topics.
  • Plan some extra time in your schedule for talking, relating, and socializing, but let her take the lead, and don't be surprised if the socializing ends abruptly.
  • Motivate and persuade Tara by referring to objectives and expected results.

Things to avoid to effectively communicate with Tara Skoglund:

  • Don't talk down to her.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be sloppy or disorganized.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid wild speculations without factual support.
  • When agreeing, don't reinforce with "I'm with you, Tara."
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.