Team Insights

AdriAnn – Crew

Updated April 25, 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

AdriAnn Rode

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.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with AdriAnn Rode:

  • Take your time to be precise and thorough.
  • If you say you're going to do something, do it.
  • Provide logical and practical evidence to support your position.
  • Outline individual tasks and responsibilities in writing.
  • Provide assurances about input and decisions.
  • Ask 'how' oriented questions to explore opinions.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with AdriAnn Rode:

  • Don't be careless or haphazard.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be vague or ambiguous.
  • Don't offer promises you can't keep.
  • Don't rush the issues or the decision-making process.
  • Don't leave things up in the air, or to work out by chance.
  • Don't use quick manipulations of ideas.

Ashley Gerik

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
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 Ashley Gerik:

  • Be certain to follow though on your part of the project.
  • Provide assurances about input and decisions.
  • Provide logical and practical evidence to support your position.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Approach issues in a straightforward, direct and factual way.
  • Be certain that the information you have is credible.
  • Take your time to be precise and thorough.

Things to avoid to effectively communicate with Ashley Gerik:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be vague about what's expected.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be vague or ambiguous.
  • Don't make decisions for others.
  • Don't be unrealistic with deadlines.
  • Don't use unreliable evidence or testimonials.

Tabitha Wyckoff

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
LowEconomic A team player and may put others' needs before self.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Tabitha Wyckoff:

  • Be candid, open, and patient.
  • Provide logical and practical evidence.
  • List pros and cons to suggestions you make.
  • Provide assurances about input and decisions.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide testimonials from people seen as important and prominent.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Tabitha Wyckoff:

  • Don't be unrealistic with deadlines.
  • Don't offer promises you can't keep.
  • 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 vague about what's expected.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be disorganized or sloppy.