Team Insights

Institute Agility Team

Updated June 21, 2022

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

Andy Painter

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very HighEconomic Very competitive and bottom-line oriented.
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.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Andy Painter:

  • Outline individual tasks and responsibilities in writing.
  • Provide clear, specific solutions, and support your position.
  • Provide logical and practical evidence to support your position.
  • Find some areas of common interest and involvement.
  • If you disagree with the direction, make an organized presentation of your position.
  • Take your time to be precise and thorough.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Andy Painter:

  • Don't use unreliable evidence or testimonials.
  • Don't use someone else's opinions as evidence.
  • Don't whine about all of the work you have to do.
  • Don't force others to agree quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't manipulate or bully others into agreeing.
  • Don't make decisions for others.
  • Don't be vague about what's expected.

Christina Clement

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
Very LowEconomic May try to help meet customers' needs (internal and external) before their own.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Christina Clement:

  • Break the ice with a brief personal comment.
  • Provide clear, specific solutions, and support your position.
  • Be certain to emphasize next action-steps.
  • Offer input on how to make the ideas become reality.
  • Present your ideas and opinions in a non-threatening way.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Join in with some name-dropping, talk positively about people and their goals.

Things to avoid to effectively communicate with Christina Clement:

  • Don't force others to agree quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't leave the idea or plan without backup support.
  • Don't talk down to anyone.
  • Don't 'dream' too much together or you'll lose time.
  • Don't manipulate or bully into agreeing.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't leave decisions hanging in the air.

Cody Meche

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 HighIndividualistic Demonstrates high independence and project self-confidence.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Cody Meche:

  • If you say you're going to do something, do it.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Allow time to verify the issues and potential outcomes.
  • Ask for input regarding people and specific assignments.
  • Be certain to emphasize next action-steps.
  • Do your homework, because others will have already done their share of it.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Cody Meche:

  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't push too hard.
  • Avoid being impersonal or judgmental.
  • Don't be vague about what's expected.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't threaten with position or power.
  • Don't be disorganized or sloppy.

Michelle Mueller

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
LowEconomic A team player and may put others' needs before self.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
HighRegulatory Strong preference for following established systems or creating them if none present.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Michelle Mueller:

  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Do your homework and be prepared with goals, objectives, support materials, etc., but don't plan on using all of them. Have the material with you as support.
  • Be certain to emphasize next action-steps.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Plan to talk about things that support dreams and goals.
  • Ask for input regarding people and specific assignments.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Michelle Mueller:

  • Don't legislate or dictate goals or activities.
  • Don't 'dream' too much or you'll lose time.
  • Don't be aloof, cold, or seem disinterested.
  • Don't make decisions for anyone.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid being impersonal or judgmental.
  • Don't be dogmatic or authoritarian.

Neville Poole

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
HighEconomic High drive for economic gain helps provide motivation through long projects and assignments.
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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Neville Poole:

  • Break the ice with a brief personal comment.
  • List pros and cons to suggestions you make.
  • Present your ideas and opinions in a non-threatening way.
  • Provide clear, specific solutions, and support your position.
  • If you say you're going to do something, do it.
  • Provide assurances about input and decisions.
  • If you disagree with the direction, make an organized presentation of your position.

Things to avoid to effectively communicate with Neville Poole:

  • Don't be disorganized or sloppy.
  • Don't be vague or ambiguous.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't manipulate or bully others into agreeing.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't legislate.