Team Insights

American Safety EWS Team – Dan McGonegle

Updated March 22, 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

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.
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 Britt McReynolds:

  • Stick to business, let Britt decide if she wants to talk socially.
  • If you disagree, take issue with the facts, not the person.
  • Be candid, open, and sincere.
  • Persuade by referring to objectives and results.
  • Provide specifics about probability of success or effectiveness of options.
  • If you agree, support mutual results and successes.
  • Be clear, specific, brief, and to the point.

Things to avoid to effectively communicate with Britt McReynolds:

  • Be disorganized.
  • Don't be vague.
  • Don't make promises you can't keep.
  • Don't force her to respond quickly to your objectives.
  • Don't let disagreement reflect on her personally.
  • Don't be demanding or domineering.
  • Don't pretend to be an expert if you are not.

Dan McGonegle

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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.
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 Dan McGonegle:

  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Ask for input regarding people and specific assignments.
  • Provide immediate incentives for willingness to help on the project.
  • Motivate and persuade by referring to objectives and expected results.
  • Ask 'what' oriented questions that close the issue or topics.
  • Be efficient: Hit the major points first.
  • Provide options for you to express your opinions and make some of the decisions.

Things to avoid to effectively communicate with Dan McGonegle:

  • When disagreeing, don't let it reflect on anyone personally.
  • Don't direct or order.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't make decisions for anyone.
  • Don't stick too rigidly to the agenda.

Daryl Ludvik

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
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.
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 Daryl Ludvik:

  • Three rules: Make it quick, make it engaging, and make for the door.
  • Stick to business matters only.
  • Present your items in a logical way.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Motivate and persuade by referring to objectives and expected results.
  • Provide logical and practical evidence.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Daryl Ludvik:

  • Don't whine about all of the work you have to do.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't leave things up in the air, or to work out by chance.
  • Don't confuse or distract from the business issues at hand.
  • Avoid trying to build friendships and personal relationships.
  • Don't rush the issues or the decision-making process.

Dennis Walker

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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
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 Dennis Walker:

  • Be clear in your explanations.
  • When agreeing, support the ideas and potential results, not the person.
  • Approach issues in a straightforward, direct and factual way.
  • Keep on task with the business agenda.
  • Motivate and persuade by referring to objectives and expected results.
  • Do your homework, be prepared, don't fake it if you don't know an answer.
  • Make assurances that there won't be surprises.

Things to avoid to effectively communicate with Dennis Walker:

  • Don't leave things up in the air, or to work out by chance.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be vague about what's expected of either of you.
  • Don't be sloppy or disorganized.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't use someone else's opinions as evidence, provide only hard facts and data.
  • Avoid wild speculations without factual support.

Holly Falcaro

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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.
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 Holly Falcaro:

  • Be prepared to handle some objections.
  • Offer input on how to make the ideas become reality.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Ask 'what' oriented questions that close the issue or topics.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Free-up enough to be engaging, stimulating, and fast-paced.

Things to avoid to effectively communicate with Holly Falcaro:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't make decisions for anyone.
  • Don't direct or order.
  • Avoid being impersonal or judgmental.
  • Avoid wild speculations without factual support.
  • Don't 'dream' too much with the team or you'll lose time.
  • Avoid getting bogged down in facts, figures, or abstractions.

Rebecca Oistad

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.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
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.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
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 Rebecca Oistad:

  • Put the details in writing, but don't plan on discussing them too much.
  • Use the words of the discussion to direct you back to the topic or issue at hand.
  • Plan to talk about things that support dreams and goals.
  • 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.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Offer input on how to make the ideas become reality.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Rebecca Oistad:

  • Avoid being overly task oriented.
  • Don't talk down to anyone.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't stick too rigidly to the agenda.
  • Don't confuse or distract from the business issues at hand.
  • Don't legislate or dictate goals or activities.
  • Don't 'dream' too much or you'll lose time.

Tim Jacobs

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.
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 Tim Jacobs:

  • Be candid, open, and patient.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Do your homework, because others will have already done their share of it.
  • Make an organized appeal for support and contributions.
  • Allow time to verify the issues and potential outcomes.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Tim Jacobs:

  • Don't legislate.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be vague about what's expected.
  • Don't use quick manipulations of ideas.
  • Don't stick too rigidly to the agenda.
  • Don't be unrealistic with deadlines.
  • Don't leave things up in the air, or to work out by chance.