Team Insights

Collins Avionics Operations Team – Chuck Stroo

Updated June 15, 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

Bob LaDue

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.
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 Bob LaDue:

  • Provide options for others to express their opinions and make some of the decisions.
  • Be certain to emphasize next action-steps.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Ask for input regarding people and specific assignments.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Provide immediate incentives for willingness to help on the project.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Bob LaDue:

  • Don't 'dream' too much or you'll lose time.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't make decisions for anyone.
  • Avoid being overly task oriented.
  • Avoid being impersonal or judgmental.
  • Avoid asking rhetorical questions, or useless ones.

Chuck Stroo

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

Things to do to effectively communicate with Chuck Stroo:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Take your time to be precise and thorough.
  • Be certain to follow though on your part of the project.
  • List pros and cons to suggestions you make.
  • Approach issues in a straightforward, direct and factual way.
  • If you say you're going to do something, do it.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Chuck Stroo:

  • Don't be vague or ambiguous.
  • Don't be domineering or demanding.
  • 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.
  • Don't use unreliable evidence or testimonials.
  • Don't make decisions for others.
  • Don't rush the issues or the decision-making process.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.

Edward Anctil

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.
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 Edward Anctil:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.
  • Find some areas of common interest and involvement.
  • Be certain to follow though on your part of the agreement.
  • Show sincere interest.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Edward Anctil:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be vague or ambiguous.
  • Don't be domineering or demanding.
  • Don't stick coldly onto the business agenda.
  • Don't leave the idea or plan without backup support.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Jennifer Ryan

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.
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 Jennifer Ryan:

  • List pros and cons to suggestions you make.
  • Make an organized appeal for support and contributions.
  • Provide assurances about input and decisions.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide testimonials from people seen as important and prominent.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Assure others that there won't be surprises.

Things to avoid to effectively communicate with Jennifer Ryan:

  • Avoid being overly task-oriented.
  • Avoid being impersonal or judgmental.
  • Don't be vague or ambiguous.
  • Don't offer promises you can't keep.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't legislate.
  • Don't use quick manipulations of ideas.

Mark Greiter

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.
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.
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 Mark Greiter:

  • Provide time to verify the issues and potential outcomes.
  • Be clear in your explanations.
  • Be certain that the information you have is credible.
  • Make assurances that there won't be surprises.
  • List pros and cons to suggestions you make.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide options to express opinions and make some of the decisions.

Things to avoid to effectively communicate with Mark Greiter:

  • Don't be unrealistic with deadlines.
  • Don't push too hard.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't whine about all of the work you have to do.
  • Don't direct or order.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • When disagreeing, don't let it reflect on others personally.

Morgan Kapp

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.
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 Morgan Kapp:

  • Make an organized appeal for support and contributions.
  • Break the ice with a brief personal comment.
  • Present your ideas and opinions in a nonthreatening way.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • If you say you're going to do something, do it.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Observe for possible areas of disagreement as some may not be verbal about them.

Things to avoid to effectively communicate with Morgan Kapp:

  • 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 disorganized or sloppy.
  • Don't be careless or haphazard.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't use quick manipulations of ideas.

Randall Fernandez

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 Randall Fernandez:

  • Provide clear, specific solutions, and support your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Break the ice with a brief personal comment.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Make an organized appeal for support and contributions.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Approach issues in a straightforward, direct and factual way.

Things to avoid to effectively communicate with Randall Fernandez:

  • Don't be domineering or demanding.
  • Don't use quick manipulations of ideas.
  • 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.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't manipulate or bully others into agreeing.

Renee Rabe

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.
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.
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.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Renee Rabe:

  • Ask for input regarding people and specific assignments.
  • List pros and cons to suggestions you make.
  • Break the ice with a brief personal comment.
  • If you disagree with the direction, make an organized presentation of your position.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Offer input on how to make the ideas become reality.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Renee Rabe:

  • Don't be disorganized or sloppy.
  • Don't leave things up in the air, or to work out by chance.
  • Don't offer promises you can't keep.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Avoid being overly task-oriented.
  • Don't use someone else's opinions as evidence.
  • Don't offer assurances and guarantees you can't fulfill.

Roy Gullickson

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.
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 HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
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 Roy Gullickson:

  • If you agree with the outcome, follow through and do what you say you will do.
  • Offer input on how to make the ideas become reality.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain that the information you have is credible.
  • Outline individual tasks and responsibilities in writing.
  • If you disagree with the direction, make an organized presentation of your position.
  • Use the conversation to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Roy Gullickson:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't stick too rigidly to the agenda.
  • 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 stick to a strictly business agenda. Loosen up a little.
  • Don't leave the idea or plan without backup support.

Sarah Theiler

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.
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 Sarah Theiler:

  • Begin with a brief but personal comment or icebreaker.
  • Provide specifics about probability of success or effectiveness of options.
  • Support the results, not the person, if you agree.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.
  • Draw out personal goals and find areas of common interest and involvement.
  • Ask specific questions, preferably focusing on 'what' and 'how' issues to draw out your opinions.
  • Persuade by referring to objectives and results.

Things to avoid to effectively communicate with Sarah Theiler:

  • Don't be demanding or domineering.
  • Don't ramble on or waste Sarah's time.
  • Don't come with a ready-made decision, and don't make it for yourself.
  • Don't let disagreement reflect on Sarah personally.
  • Don't patronize or demean.
  • Leave things open for interpretation.
  • Don't pretend to be an expert if you are not.

Stephanie Klein

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 Stephanie Klein:

  • Be efficient: Hit the major points first.
  • Be certain to emphasize next action steps.
  • Provide testimonials from people you see as important and prominent.
  • Offer input on how to make the ideas become reality.
  • Be certain to conclude the communication with agreed upon action steps for all involved.
  • Be prepared to handle some objections.
  • 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.

Things to avoid to effectively communicate with Stephanie Klein:

  • Don't forget or lose things necessary for the meeting or project.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • When disagreeing, don't let it reflect on Stephanie personally.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • When agreeing, don't reinforce with "I'm with you, Stephanie."
  • Don't stick too rigidly to the agenda. Let Stephanie lead the way to more social conversation.
  • Don't talk down to Stephanie.

Sue Cairy

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.
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.
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 Sue Cairy:

  • Outline individual tasks and responsibilities in writing.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Provide assurances about input and decisions.
  • Offer input on how to make the ideas become reality.
  • Allow time to verify the issues and potential outcomes.
  • Ask for input regarding people and specific assignments.
  • Provide testimonials from people seen as important and prominent.

Things to avoid to effectively communicate with Sue Cairy:

  • Don't use unreliable evidence or testimonials.
  • Don't stick too rigidly to the agenda.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be domineering or demanding.
  • Don't leave things up in the air, or to work out by chance.
  • 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.