Team Insights

Collins Aerostructure Team – do not use

Updated March 8, 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

Adam Geyer

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.
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.
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 Adam Geyer:

  • Provide logical and practical evidence.
  • Prepare your case in advance; prepare for difficult questions and challenges.
  • Be certain that the information you have is credible.
  • Take your time, be precise and thorough.
  • If you disagree with the direction, make an organized presentation of your position.
  • Make an organized appeal for support and contributions.
  • Provide time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Adam Geyer:

  • Don't push too hard.
  • Don't be disorganized or sloppy.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't whine about all of the work you have to do.
  • Don't use someone else's opinions as evidence.
  • Don't provide special personal incentives.
  • Don't use quick manipulations of ideas.

Blanche Lamicq

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.
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.
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 Blanche Lamicq:

  • List pros and cons to suggestions you make.
  • Outline individual tasks and responsibilities in writing.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Break the ice with a brief personal comment.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Present your ideas and opinions in a non-threatening way.

Things to avoid to effectively communicate with Blanche Lamicq:

  • Don't leave the idea or plan without backup support.
  • Don't push too hard.
  • Avoid being overly task-oriented.
  • Don't use unreliable evidence or testimonials.
  • Don't legislate.
  • Don't use someone else's opinions as evidence.
  • Don't be unrealistic with deadlines.

Craig Owen

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.
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.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Craig Owen:

  • Provide time to verify the issues and potential outcomes.
  • When agreeing, support the ideas and potential results, not the person.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Stick to business matters only.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.

Things to avoid to effectively communicate with Craig Owen:

  • Don't use someone else's opinions as evidence, provide only hard facts and data.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • When disagreeing, don't let it reflect on others personally.
  • Don't be unrealistic with deadlines.
  • Don't be sloppy or disorganized.
  • Avoid rambling discussion and wasting time.
  • Don't make decisions for others.

Doug Cosmini

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
HighEconomic High drive for economic gain helps provide motivation through long projects and assignments.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Doug Cosmini:

  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Ask 'what' oriented questions that close the issue or topics.
  • Get to the point quickly and don't ramble.
  • Don't get off the track and talk about other issues or items.
  • Offer input on how to make the ideas become reality.
  • Plan to talk about things that support dreams and goals.
  • Free-up enough to be engaging, stimulating, and fast-paced.

Things to avoid to effectively communicate with Doug Cosmini:

  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't confuse or distract from the business issues at hand.
  • Avoid rambling discussion and wasting time.
  • Avoid being impersonal or judgmental.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't talk down to anyone.

Elizabeth Giglio

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.
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 Elizabeth Giglio:

  • Provide clear, specific solutions, and support your position.
  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.
  • Break the ice with a brief personal comment.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Offer input on how to make the ideas become reality.
  • Use her own words to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Elizabeth Giglio:

  • Don't offer promises you can't keep.
  • Don't be vague or ambiguous.
  • Don't threaten with position or power.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't 'dream' too much with her or you'll lose time.
  • Don't stick coldly to the business agenda.

Eric Narog

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
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.
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 Eric Narog:

  • Provide assurances about input and decisions.
  • Offer input on how to make the ideas become reality.
  • List pros and cons to suggestions you make.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide logical and practical evidence.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Eric Narog:

  • 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 be rude, abrupt, or too fast-paced in your delivery.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't stick too rigidly to the agenda.
  • Don't be disorganized or sloppy.
  • Avoid being impersonal or judgmental.

Gene Kourtei

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.
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.
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 Gene Kourtei:

  • Outline individual tasks and responsibilities in writing.
  • Be casual and informal with gestures and body language.
  • Provide clear, specific solutions, and support your position.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Provide testimonials from people seen as important and prominent.
  • Be certain to emphasize next action-steps.

Things to avoid to effectively communicate with Gene Kourtei:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be rude, abrupt in your delivery.
  • Don't leave the idea or plan without backup support.
  • Don't be vague or ambiguous.
  • Don't leave decisions hanging in the air.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't talk down to anyone.

George Edward

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

  • If you disagree with the direction, make an organized presentation of your position.
  • Provide assurances about input and decisions.
  • Present your ideas and opinions in a nonthreatening way.
  • Do your homework, because others will have already done their share of it.
  • If you agree with the outcome, follow through and do what you say you will do.
  • If you say you're going to do something, do it.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with George Edward:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't use unreliable evidence or testimonials.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be unrealistic with deadlines.
  • Don't be vague or ambiguous.
  • Don't use someone else's opinions as evidence.
  • Don't be careless or haphazard.

Jacqueline Sullivan

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.
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.
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 Jacqueline Sullivan:

  • Be certain to remember to provide specific action steps and details for all involved.
  • If you say you're going to do something, do it.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain to emphasize next action-steps.
  • List pros and cons to suggestions you make.
  • Allow time to verify the issues and potential outcomes.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Jacqueline Sullivan:

  • Don't rush the issues or the decision-making process.
  • Don't be domineering or demanding.
  • Don't legislate.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Avoid being impersonal or judgmental.
  • Don't threaten with position or power.

Jennifer Benson

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Jennifer Benson:

  • Provide options for others to express their opinions and make some of the decisions.
  • Be certain to conclude the communication with some agreed upon action steps for all involved.
  • Ask for input regarding people and specific assignments.
  • Provide testimonials from people seen as important and prominent.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • 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.
  • Plan to talk about things that support dreams and goals.

Things to avoid to effectively communicate with Jennifer Benson:

  • 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 dogmatic or authoritarian.
  • Don't stick too rigidly to the agenda.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid being impersonal or judgmental.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Avoid being overly task oriented.

Lisa dela Cruz

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
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.
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 Lisa dela Cruz:

  • Provide time to verify the issues and potential outcomes.
  • Provide logical and practical evidence to support your position.
  • Make an organized appeal for support and contributions.
  • Be certain that the information you have is credible.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Outline individual tasks and responsibilities in writing.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with Lisa dela Cruz:

  • Don't offer promises you can't keep.
  • Don't leave the idea or plan without backup support.
  • Don't be domineering or demanding.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't whine about all of the work you have to do.
  • Don't be vague about what's expected.

Lori Schneider

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.
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.
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 Lori Schneider:

  • 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.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Be certain that the information you have is credible.
  • Present your items in a logical way.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be prepared to handle some objections.
  • Take your time, be precise and thorough.

Things to avoid to effectively communicate with Lori Schneider:

  • Avoid wild speculations without factual support.
  • Avoid rambling discussion and wasting time.
  • Don't be vague about what's expected of either of you.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't provide special personal incentives.

Ruben Barraza

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 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.
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 Ruben Barraza:

  • Do your homework, because others will have already done their share of it.
  • Provide logical and practical evidence.
  • If you say you're going to do something, do it.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Break the ice with a brief personal comment.
  • Allow time to verify the issues and potential outcomes.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Ruben Barraza:

  • Don't threaten with position or power.
  • Don't stick too rigidly to the agenda.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't leave the idea or plan without backup support.
  • Don't use someone else's opinions as evidence.
  • Avoid being impersonal or judgmental.
  • Don't be domineering or demanding.

Shab Moin

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.
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 Shab Moin:

  • Provide clear, specific solutions, and support your position.
  • Approach issues in a straightforward, direct and factual way.
  • Be certain that the information you have is credible.
  • Observe for possible areas of disagreement as some may not be verbal about them.
  • List pros and cons to suggestions you make.
  • Ask 'how' oriented questions to explore opinions.
  • Assure others that there won't be unexpected surprises.

Things to avoid to effectively communicate with Shab Moin:

  • Don't use unreliable evidence or testimonials.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be domineering or demanding.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be rude, abrupt, or too fast-paced in your delivery.

lane farka

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
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.
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 lane farka:

  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Provide testimonials from people seen as important and prominent.
  • 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 immediate incentives for willingness to help on the project.
  • Put the details in writing, but don't plan on discussing them too much.

Things to avoid to effectively communicate with lane farka:

  • Don't stick coldly to the business agenda.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • 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 rush into business or the agenda; provide some time to break the ice.
  • Be certain all decision-points have reached closure and action-plans are the result.