Team Insights

Collins Avionics Customer Support and Services Team – Laurie Carlton & Peter Tuchel – May 24, 2022

Updated May 23, 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

Abner Yemaneab

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.
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.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
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 Abner Yemaneab:

  • Be candid, open, and patient.
  • Provide clear, specific solutions, and support your position.
  • Break the ice with a brief personal comment.
  • Ask for input regarding people and specific assignments.
  • List pros and cons to suggestions you make.
  • Provide assurances about input and decisions.
  • If you agree with the outcome, follow through and do what you say you will do.

Things to avoid to effectively communicate with Abner Yemaneab:

  • Avoid being impersonal or judgmental.
  • Don't stick too rigidly to the agenda.
  • 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 unreliable evidence or testimonials.
  • Don't threaten with position or power.
  • Don't offer promises you can't keep.
  • Don't offer assurances and guarantees you can't fulfill.

Bob Still

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
HighAltruist Has a high desire to help others learn, grow, and develop.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Bob Still:

  • Do your homework, because others will have already done their share of it.
  • Provide assurances about input and decisions.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Ask for input regarding people and specific assignments.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Assure others that there won't be surprises.
  • Present your ideas and opinions in a non-threatening way.

Things to avoid to effectively communicate with Bob Still:

  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't use quick manipulations of ideas.
  • Don't use someone else's opinions as evidence.
  • Don't be disorganized or sloppy.
  • Don't threaten with position or power.
  • Don't stick too rigidly to the agenda.
  • Don't be domineering or demanding.

Dominic Governatori

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

Things to do to effectively communicate with Dominic Governatori:

  • Use the conversation to direct you back to the topic or issue at hand.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • 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.
  • Present your ideas and opinions in a non-threatening way.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Dominic Governatori:

  • Don't push too hard.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't be vague or ambiguous.
  • Avoid being overly task-oriented.
  • Don't manipulate or bully others into agreeing.
  • Don't offer assurances and guarantees you can't fulfill.

Haywood Stowe III

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.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Haywood Stowe III:

  • Make an organized appeal for support and contributions.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Assure others that there won't be surprises.
  • Do your homework, because others will have already done their share of it.
  • List pros and cons to suggestions you make.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Haywood Stowe III:

  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't leave the idea or plan without backup support.
  • Don't use unreliable evidence or testimonials.
  • Don't be unrealistic with deadlines.
  • Don't offer assurances and guarantees you can't fulfill.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Jessica Weyant

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.
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 Jessica Weyant:

  • Be certain that the information you have is credible.
  • Be candid, open, and patient.
  • Allow time to verify the issues and potential outcomes.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • If you disagree with the direction, make an organized presentation of your position.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Jessica Weyant:

  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Avoid being overly task-oriented.
  • Don't be unrealistic with deadlines.
  • Don't use someone else's opinions as evidence.
  • Don't be vague about what's expected.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't legislate.

Justin Gibson

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 LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
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.
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 Justin Gibson:

  • Present your ideas and opinions in a nonthreatening way.
  • Provide time to verify the issues and potential outcomes.
  • Outline individual tasks and responsibilities in writing.
  • Do your homework, because others will have already done their share of it.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Break the ice with a brief personal comment.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Justin Gibson:

  • Don't push too hard.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't leave the idea or plan without backup support.
  • 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 be unrealistic with deadlines.
  • Don't use quick manipulations of ideas.

Laurie Carlton

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.
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 Laurie Carlton:

  • If you say you're going to do something, do it.
  • Ask for input regarding people and specific assignments.
  • Make an organized appeal for support and contributions.
  • If you disagree with the direction, make an organized presentation of your position.
  • List pros and cons to suggestions you make.
  • Provide assurances about input and decisions.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with Laurie Carlton:

  • Don't manipulate or bully others into agreeing.
  • Don't leave things up in the air, or to work out by chance.
  • Don't threaten with position or power.
  • Don't stick too rigidly to the agenda.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Avoid being overly task-oriented.
  • Don't fail to follow through. If you say you're going to do something, do it.

Monica Dunbar

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very LowEconomic May try to help meet customers' needs (internal and external) before their own.
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.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
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 Monica Dunbar:

  • 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.
  • Get to the point quickly and don't ramble.
  • Be prepared to handle some objections.
  • Be clear in your explanations.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • When disagreeing, take issue with the methods or procedures, not with the person.

Things to avoid to effectively communicate with Monica Dunbar:

  • Don't be casual, informal, or loud.
  • Don't provide special personal incentives.
  • Don't rush the issues or the decision-making process.
  • Don't confuse or distract from the business issues at hand.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't leave things up in the air, or to work out by chance.
  • Don't push too hard.

Neil Murrin

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.
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 Neil Murrin:

  • If you say you're going to do something, do it.
  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Break the ice with a brief personal comment.
  • List pros and cons to suggestions you make.
  • Ask 'how' oriented questions to explore opinions.
  • Do your homework, because others will have already done their share of it.
  • Keep on task with the business agenda.

Things to avoid to effectively communicate with Neil Murrin:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be vague about what's expected.
  • Don't rush the issues or the decision-making process.
  • Don't use someone else's opinions as evidence.
  • Don't be unrealistic with deadlines.
  • Don't be careless or haphazard.
  • Don't leave the idea or plan without backup support.

Peter Tuchel

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.
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 Peter Tuchel:

  • Get to the point quickly and don't ramble.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Be certain that the information you have is credible.
  • Present your items in a logical way.
  • List pros and cons to suggestions you make.
  • When agreeing, support the ideas and potential results, not the person.
  • Provide time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Peter Tuchel:

  • Don't be sloppy or disorganized.
  • Don't make decisions for others.
  • Don't provide special personal incentives.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't use someone else's opinions as evidence, provide only hard facts and data.
  • Don't be unrealistic with deadlines.
  • Don't forget or lose things necessary for the meeting or project.

Tanna Korleski

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.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Tanna Korleski:

  • Be casual and informal with gestures and body language.
  • Present your ideas and opinions in a non-threatening way.
  • Provide clear, specific solutions, and support your position.
  • Be certain to emphasize next action-steps.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Free-up enough to be engaging and optimistic in your conversations.

Things to avoid to effectively communicate with Tanna Korleski:

  • Don't be rude, abrupt in your delivery.
  • Don't manipulate or bully into agreeing.
  • Don't leave the idea or plan without backup support.
  • Don't talk down to anyone.
  • Avoid being impersonal or judgmental.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't stick too rigidly to the agenda.