Team Insights

Caitie – Crew

Updated April 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

Ashley Andreas

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.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
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.
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 Ashley Andreas:

  • Provide immediate incentives for willingness to help on the project.
  • Outline individual tasks and responsibilities in writing.
  • Be casual and informal with gestures and body language.
  • Present your ideas and opinions in a non-threatening way.
  • Break the ice with a brief personal comment.
  • Provide testimonials from people seen as important and prominent.
  • Join in with some name-dropping, talk positively about people and their goals.

Things to avoid to effectively communicate with Ashley Andreas:

  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be rude, abrupt in your delivery.
  • Don't manipulate or bully into agreeing.
  • 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.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't leave decisions hanging in the air.

Ashlyn Parmley

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.
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.
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 Ashlyn Parmley:

  • Be certain to remember to provide specific action steps and details for all involved.
  • Make an organized appeal for support and contributions.
  • Do your homework, because others will have already done their share of it.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Break the ice with a brief personal comment.
  • Ask for input regarding people and specific assignments.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Ashlyn Parmley:

  • Don't be disorganized or sloppy.
  • Don't manipulate or bully others into agreeing.
  • Don't offer promises you can't keep.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be domineering or demanding.
  • Avoid being impersonal or judgmental.
  • Don't rush the issues or the decision-making process.

Caitie Chilson

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

Things to do to effectively communicate with Caitie Chilson:

  • Do your homework, because others will have already done their share of it.
  • Be candid, open, and patient.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain to emphasize next action-steps.
  • Provide logical and practical evidence.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Use the conversation to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Caitie Chilson:

  • Don't use unreliable evidence or testimonials.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't use someone else's opinions as evidence.
  • Avoid being impersonal or judgmental.
  • Don't stick too rigidly to the agenda.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't offer promises you can't keep.

Carl Yendes

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
HighEconomic High drive for economic gain helps provide motivation through long projects and assignments.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
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.
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 Carl Yendes:

  • Be certain to remember to provide specific action steps and details for all involved.
  • Break the ice with a brief personal comment.
  • Present your ideas and opinions in a non-threatening way.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide clear, specific solutions, and support your position.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Carl Yendes:

  • Don't threaten with position or power.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't push too hard.
  • Don't leave the idea or plan without backup support.
  • Don't use unreliable evidence or testimonials.
  • Don't offer assurances and guarantees you can't fulfill.

Christen Beasley

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.
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.
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 Christen Beasley:

  • Make an organized appeal for support and contributions.
  • Provide logical and practical evidence.
  • Be certain that the information you have is credible.
  • Take your time, be precise and thorough.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • List pros and cons to suggestions you make.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Christen Beasley:

  • Don't push too hard.
  • Don't use unreliable evidence or testimonials.
  • Don't rush the issues or the decision-making process.
  • Don't use quick manipulations of ideas.
  • Don't be casual, informal, or loud.
  • Don't use someone else's opinions as evidence.
  • Don't fail to follow through. If you say you're going to do something, do it.

Keslie Inman

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.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Keslie Inman:

  • Provide testimonials from people seen as important and prominent.
  • Be certain to emphasize next action-steps.
  • Offer input on how to make the ideas become reality.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Get to the point quickly and don't ramble.
  • 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.

Things to avoid to effectively communicate with Keslie Inman:

  • Avoid leaving loopholes or vague issues hanging in the air.
  • When disagreeing, don't let it reflect on anyone personally.
  • Don't stick too rigidly to the agenda.
  • Don't 'dream' too much with the team or you'll lose time.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Avoid being impersonal or judgmental.
  • Avoid wild speculations without factual support.

Zach Adams

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.
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.
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 Zach Adams:

  • Provide clear, specific solutions, and support your position.
  • If you disagree with the direction, make an organized presentation of your position.
  • Present your ideas and opinions in a non-threatening way.
  • Make an organized appeal for support and contributions.
  • List pros and cons to suggestions you make.
  • Outline individual tasks and responsibilities in writing.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Zach Adams:

  • Don't offer promises you can't keep.
  • Don't manipulate or bully others into agreeing.
  • Don't use unreliable evidence or testimonials.
  • Don't leave things up in the air, or to work out by chance.
  • Don't use someone else's opinions as evidence.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be domineering or demanding.