Team Insights

American Safety Accounting Team – Steven Hughes

Updated June 3, 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

Avni Mehta

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 HighEconomic Very competitive and bottom-line oriented.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
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 Avni Mehta:

  • Provide clear, specific solutions, and support your position.
  • Be candid, open, and patient.
  • If you say you're going to do something, do it.
  • Provide assurances about input and decisions.
  • Ask 'how' oriented questions to draw out opinions.
  • Observe for possible areas of disagreement as they may not verbalize them.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Avni Mehta:

  • Don't offer promises you can't keep.
  • 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 make decisions for others.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't threaten with position or power.
  • 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.

Daniel Bilonic

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
Very HighEconomic Very competitive and bottom-line oriented.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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 Daniel Bilonic:

  • Offer input on how to make the ideas become reality.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Provide clear, specific solutions, and support your position.
  • Be certain to emphasize next action-steps.
  • Provide testimonials from people seen as important and prominent.
  • Be certain that the information you have is credible.
  • If you agree with the outcome, follow through and do what you say you will do.

Things to avoid to effectively communicate with Daniel Bilonic:

  • Don't use someone else's opinions as evidence.
  • Don't leave the idea or plan without backup support.
  • Don't leave things up in the air, or to work out by chance.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't whine about all of the work you have to do.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't offer promises you can't keep.

Steven Hughes

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.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
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 Steven Hughes:

  • Provide logical and practical evidence.
  • Do your homework, because others will have already done their share of it.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide assurances about input and decisions.
  • Offer input on how to make the ideas become reality.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Steven Hughes:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't offer promises you can't keep.
  • Avoid being overly task-oriented.
  • Don't be unrealistic with deadlines.
  • Don't use quick manipulations of ideas.
  • Don't whine about all of the work you have to do.
  • Don't use someone else's opinions as evidence.

Tricia Treder

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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Tricia Treder:

  • Be specific about what needs to be done and who is going to do it.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • When agreeing, support the ideas and potential results, not the person.
  • Motivate and persuade by referring to objectives and expected results.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • 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.
  • Ask 'what' oriented questions that close the issue or topics.

Things to avoid to effectively communicate with Tricia Treder:

  • Don't make decisions for anyone.
  • Don't confuse or distract from the business issues at hand.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid rambling discussion and wasting time.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't direct or order.
  • Don't leave decisions hanging in the air.