Team Insights

American Safety Marketing Team – Kimberly Brophy

Updated March 16, 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 Marks

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.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
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 Andy Marks:

  • Provide immediate incentives for his willingness to help on the project. Ask for his opinions.
  • 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.
  • Get to the point quickly and don't ramble.
  • Ask for his input regarding people and specific assignments.
  • Plan to talk about things that support his dreams and goals.
  • Provide options for Andy to express his opinions and make some of the decisions.
  • Be efficient: Hit the major points first.

Things to avoid to effectively communicate with Andy Marks:

  • Don't forget or lose things necessary for the meeting or project.
  • Don't make decisions for him.
  • When disagreeing, don't let it reflect on him personally.
  • Don't talk down to him.
  • Don't direct or order.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • Avoid getting bogged down in facts, figures, or abstractions.

Joel Ayoub

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.
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 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.
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 Joel Ayoub:

  • Provide logical and practical evidence.
  • Provide assurances about input and decisions.
  • Present your ideas and opinions in a non-threatening way.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Do your homework, because others will have already done their share of it.
  • Offer input on how to make the ideas become reality.
  • Be certain that the information you have is credible.

Things to avoid to effectively communicate with Joel Ayoub:

  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't use quick manipulations of ideas.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't whine about all of the work you have to do.
  • 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.
  • Don't stick too rigidly to the agenda.

Jonathan Churchill

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.
LowEconomic A team player and may put others' needs before self.
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 Jonathan Churchill:

  • Provide immediate incentives for willingness to help on the project.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Be candid, open, and patient.
  • Find some areas of common interest and involvement.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Offer input on how to make the ideas become reality.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Jonathan Churchill:

  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't stick coldly to the business agenda.
  • Don't threaten with position or power.
  • Don't be domineering or demanding.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't 'dream' too much together or you'll lose time.
  • Don't leave the idea or plan without backup support.

Kate Cole

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.
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.
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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Kate Cole:

  • Provide testimonials from people she sees as important and prominent.
  • Put the details in writing, but don't plan on discussing them too much.
  • Use her own words to direct you back to the topic or issue at hand.
  • Motivate and persuade Kate by referring to objectives and expected results.
  • Ask for her input regarding people and specific assignments.
  • 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 specific about what's needed to be done, and who is going to do it.

Things to avoid to effectively communicate with Kate Cole:

  • Avoid being overly task-oriented.
  • Don't be sloppy or disorganized.
  • Don't direct or order.
  • Don't stick too rigidly to the agenda. Let her lead the way to more social conversation.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • When disagreeing, don't let it reflect on her personally.
  • Avoid wild speculations without factual support.

Kimberly Brophy

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.
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.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
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 Kimberly Brophy:

  • Put the details in writing, but don't plan on discussing them too much.
  • Don't get off the track and talk about other issues or items.
  • Ask for input regarding people and specific assignments.
  • Provide testimonials from people seen as important and prominent.
  • Be clear in your explanations.
  • When agreeing, support the ideas and potential results, not the person.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Kimberly Brophy:

  • Avoid wild speculations without factual support.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't talk down to anyone.
  • Avoid being impersonal or judgmental.
  • Don't direct or order.
  • Don't stick too rigidly to the agenda.

Naomi Yencich

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.
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 Naomi Yencich:

  • When agreeing, support the ideas and potential results, not the person.
  • Provide options for you to express your opinions and make some of the decisions.
  • Be certain to emphasize next action-steps.
  • Provide immediate incentives for willingness to help on the project.
  • Be efficient: Hit the major points first.
  • Ask 'what' oriented questions that close the issue or topics.
  • Free-up enough to be engaging, stimulating, and fast-paced.

Things to avoid to effectively communicate with Naomi Yencich:

  • Avoid wild speculations without factual support.
  • Avoid rambling discussion and wasting time.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't stick too rigidly to the agenda.
  • Don't make decisions for anyone.
  • Don't talk down to anyone.
  • Avoid getting bogged down in facts, figures, or abstractions.