Team Insights

Collins Interiors Finance Team

Updated February 11, 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

Christopher Peet

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.
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 LowTheoretical Doesn't get bogged down in details and minutia.

Things to do to effectively communicate with Christopher Peet:

  • Put the details in writing, but don't plan on discussing them too much.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Find some areas of common interest and involvement.
  • Outline individual tasks and responsibilities in writing.
  • Break the ice with a brief personal comment.
  • 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 Christopher Peet:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't leave decisions hanging in the air.
  • Don't be domineering or demanding.
  • Don't offer assurances and guarantees you can't fulfill.
  • 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.
  • Avoid being impersonal or judgmental.

David LeClerc

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.
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.
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 David LeClerc:

  • Be certain to remember to provide specific action steps and details for all involved.
  • If you agree with the outcome, follow through and do what you say you will do.
  • If you disagree with the direction, make an organized presentation of your position.
  • Assure others that there won't be surprises.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain to emphasize next action-steps.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with David LeClerc:

  • Don't be domineering or demanding.
  • Don't manipulate or bully others into agreeing.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't be vague about what's expected.
  • Don't rush the issues or the decision-making process.
  • Don't leave things up in the air, or to work out by chance.

Deke Reilly

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.
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.
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 Deke Reilly:

  • If you disagree with the direction, make an organized presentation of your position.
  • Take your time, be precise and thorough.
  • Provide time to verify the issues and potential outcomes.
  • Provide logical and practical evidence.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Do your homework, because others will have already done their share of it.
  • Assure them that there won't be surprises.

Things to avoid to effectively communicate with Deke Reilly:

  • Don't rush the issues or the decision-making process.
  • Don't be careless or haphazard.
  • Don't use quick manipulations of ideas.
  • Don't be casual, informal, or loud.
  • Don't whine about all of the work you have to do.
  • Don't use someone else's opinions as evidence.
  • Don't be vague about what's expected of either of you.

Julie Smith

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.
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 Julie Smith:

  • Find some areas of common interest and involvement.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Show sincere interest.
  • Present your ideas and opinions in a non-threatening way.
  • Provide clear, specific solutions, and support your position.
  • Break the ice with a brief personal comment.
  • Ask 'how' oriented questions to draw out opinions.

Things to avoid to effectively communicate with Julie Smith:

  • Don't stick coldly onto the business agenda.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be domineering or demanding.
  • Don't offer promises you can't keep.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't threaten with position or power.

Kindel Haverback

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.
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.
Very LowTheoretical Doesn't get bogged down in details and minutia.

Things to do to effectively communicate with Kindel Haverback:

  • Use the conversation to direct you back to the topic or issue at hand.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • If you disagree with the direction, make an organized presentation of your position.
  • Break the ice with a brief personal comment.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Assure others that there won't be surprises.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Kindel Haverback:

  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't threaten with position or power.
  • Don't whine about all of the work you have to do.
  • Don't offer promises you can't keep.
  • Don't leave the idea or plan without backup support.
  • Don't be rude, abrupt, or too fast-paced in your delivery.

Laurie Tafoya

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.
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.
Very LowTheoretical Doesn't get bogged down in details and minutia.

Things to do to effectively communicate with Laurie Tafoya:

  • Join in with some name-dropping, talk positively about people and their goals.
  • Provide options for Laurie to express her opinions and make some of the decisions.
  • Provide immediate incentives for her willingness to help on the project. Ask for her opinions.
  • Get to the point quickly and don't ramble.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Plan to talk about things that support her dreams and goals.
  • Be certain to emphasize next action steps.

Things to avoid to effectively communicate with Laurie Tafoya:

  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • Avoid wild speculations without factual support.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't make decisions for her.
  • Don't 'dream' too much with her or you'll lose time.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.

Lisa Groat

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.
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.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Lisa Groat:

  • 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.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Assure others that there won't be surprises.
  • Ask for input regarding people and specific assignments.
  • If you say you're going to do something, do it.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Lisa Groat:

  • Don't rush into business or the agenda; provide some time to break the ice.
  • 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.
  • Don't be disorganized or sloppy.
  • Don't leave things up in the air, or to work out by chance.
  • Avoid being impersonal or judgmental.
  • Don't fail to follow through. If you say you're going to do something, do it.

Marcio Pinto

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

Things to do to effectively communicate with Marcio Pinto:

  • Use the conversation to direct you back to the topic or issue at hand.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Do your homework, because others will have already done their share of it.
  • Ask for input regarding people and specific assignments.
  • List pros and cons to suggestions you make.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Marcio Pinto:

  • Don't be unrealistic with deadlines.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be vague about what's expected.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be domineering or demanding.
  • Don't whine about all of the work you have to do.

Paul Guiney

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 Paul Guiney:

  • Break the ice with a brief personal comment.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide logical and practical evidence to support your position.
  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Paul Guiney:

  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be unrealistic with deadlines.
  • Don't be disorganized or sloppy.
  • Don't offer promises you can't keep.
  • Don't leave things up in the air, or to work out by chance.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use unreliable evidence or testimonials.