Team Insights

Collins Interiors Leadership Team

Updated February 16, 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

Andy Moore

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.
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 Andy Moore:

  • Keep on task with the business agenda.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Motivate and persuade by referring to objectives and expected results.
  • If you agree with the outcome, follow through and do what you say you will do.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide logical and practical evidence.

Things to avoid to effectively communicate with Andy Moore:

  • Don't be unrealistic with deadlines.
  • Don't make decisions for others.
  • Avoid wild speculations without factual support.
  • Don't use unreliable evidence or testimonials.
  • Don't be careless or haphazard.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't confuse or distract from the business issues at hand.

Brad Haselhorst

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.
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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Brad Haselhorst:

  • Be candid, open, and patient.
  • Provide logical and practical evidence to support your position.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Approach issues in a straightforward, direct and factual way.
  • List pros and cons to suggestions you make.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Brad Haselhorst:

  • Don't use quick manipulations of ideas.
  • Don't push too hard.
  • Don't be careless or haphazard.
  • 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 rush into business or the agenda; provide some time to break the ice.
  • Don't rush the issues or the decision-making process.

Bridget Sheriff

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
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 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 Bridget Sheriff:

  • Ask for input regarding people and specific assignments.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Provide clear, specific solutions, and support your position.
  • Be certain to emphasize next action-steps.
  • List pros and cons to suggestions you make.
  • Present your ideas and opinions in a non-threatening way.
  • Assure others that there won't be surprises.

Things to avoid to effectively communicate with Bridget Sheriff:

  • Don't push too hard.
  • Avoid being impersonal or judgmental.
  • Don't be vague about what's expected.
  • Don't use quick manipulations of ideas.
  • Don't use someone else's opinions as evidence.
  • Don't be domineering or demanding.
  • Don't offer assurances and guarantees you can't fulfill.

Bruce Kaiser

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 Bruce Kaiser:

  • Put the details in writing, but don't plan on discussing them too much.
  • Don't get off the track and talk about other issues or items.
  • Provide options for you to express your opinions and make some of the decisions.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Provide testimonials from people seen as important and prominent.
  • Motivate and persuade by referring to objectives and expected results.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Bruce Kaiser:

  • Avoid being impersonal or judgmental.
  • Don't 'dream' too much with the team or you'll lose time.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't talk down to anyone.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't make decisions for anyone.
  • Don't confuse or distract from the business issues at hand.

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.

Cynthia Muklevicz

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

Things to do to effectively communicate with Cynthia Muklevicz:

  • Be certain to emphasize next action-steps.
  • Plan to talk about things that support dreams and goals.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Provide testimonials from people seen as important and prominent.
  • Ask for input regarding people and specific assignments.
  • Be clear in your explanations.
  • Provide immediate incentives for willingness to help on the project.

Things to avoid to effectively communicate with Cynthia Muklevicz:

  • Avoid asking rhetorical questions, or useless ones.
  • Don't 'dream' too much or you'll lose time.
  • Don't stick too rigidly to the agenda.
  • Don't make decisions for anyone.
  • Avoid being impersonal or judgmental.
  • Don't be dogmatic or authoritarian.
  • Avoid wild speculations without factual support.

Debra Hicks

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
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 Debra Hicks:

  • Use the conversation to direct you back to the topic or issue at hand.
  • Make an organized appeal for support and contributions.
  • Break the ice with a brief personal comment.
  • Provide logical and practical evidence.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • List pros and cons to suggestions you make.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Debra Hicks:

  • Don't manipulate or bully others into agreeing.
  • Don't push too hard.
  • Don't be vague about what's expected.
  • Don't be domineering or demanding.
  • Avoid being overly task-oriented.
  • Don't be vague or ambiguous.
  • Don't rush the issues or the decision-making process.

Gerrie Hildebrand

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.
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.
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 Gerrie Hildebrand:

  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Plan to talk about things that support dreams and goals.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Plan some extra time in your schedule for talking, relating, and socializing.

Things to avoid to effectively communicate with Gerrie Hildebrand:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid being impersonal or judgmental.
  • Don't use unreliable evidence or testimonials.
  • Don't be dogmatic.
  • Don't be vague about what's expected of either of you.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use quick manipulations of ideas.

Jane Krueger

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

Things to do to effectively communicate with Jane Krueger:

  • Provide clear, specific solutions, and support your position.
  • If you disagree with the direction, make an organized presentation of your position.
  • Break the ice with a brief personal comment.
  • Make an organized appeal for support and contributions.
  • Be certain to emphasize next action-steps.
  • Assure others that there won't be surprises.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Jane Krueger:

  • Don't be unrealistic with deadlines.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't offer promises you can't keep.
  • Don't be disorganized or sloppy.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be domineering or demanding.
  • Don't use unreliable evidence or testimonials.

John Baske

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

  • Be prepared to handle some objections.
  • Provide options for John to express his opinions and make some of the decisions.
  • Plan some extra time in your schedule for talking, relating, and socializing, but let him take the lead, and don't be surprised if the socializing ends abruptly.
  • Plan to talk about things that support his dreams and goals.
  • Use his own words to direct you back to the topic or issue at hand.
  • 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.
  • Ask for his input regarding people and specific assignments.

Things to avoid to effectively communicate with John Baske:

  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Don't 'dream' too much with him or you'll lose time.
  • When agreeing, don't reinforce with "I'm with you, John."
  • Don't direct or order.
  • Avoid wild speculations without factual support.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't be sloppy or disorganized.

John Horth

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

Things to do to effectively communicate with John Horth:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Do your homework, because others will have already done their share of it.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain that the information you have is credible.
  • List pros and cons to suggestions you make.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with John Horth:

  • Don't make decisions for others.
  • 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 domineering or demanding.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be unrealistic with deadlines.
  • 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.

Kevin Eastley

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.
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 Kevin Eastley:

  • Outline individual tasks and responsibilities in writing.
  • 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.
  • Be certain to emphasize next action-steps.
  • Be casual and informal with gestures and body language.
  • Present your ideas and opinions in a non-threatening way.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with Kevin Eastley:

  • Don't offer assurances and guarantees you can't fulfill.
  • Avoid being impersonal or judgmental.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't talk down to anyone.
  • Don't be rude, abrupt in your delivery.
  • Don't manipulate or bully into agreeing.
  • Don't threaten with position or power.

Mark Vaughan

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.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
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 Vaughan:

  • Do your homework, because others will have already done their share of it.
  • List pros and cons to suggestions you make.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain that the information you have is credible.
  • Assure them that there won't be surprises.
  • Provide time to verify the issues and potential outcomes.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Mark Vaughan:

  • Don't be disorganized or sloppy.
  • Leave things up in the air, or to work out by chance.
  • 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 careless or haphazard.
  • Don't be unrealistic with deadlines.
  • Don't provide special personal incentives.

Mayon Neal

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.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Mayon Neal:

  • If you say you're going to do something, do it.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Offer input on how to make the ideas become reality.
  • Be casual and informal with gestures and body language.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Present your ideas and opinions in a non-threatening way.

Things to avoid to effectively communicate with Mayon Neal:

  • Don't leave the idea or plan without backup support.
  • Don't make decisions for him.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't manipulate or bully him into agreeing.
  • Don't stick coldly to the business agenda.
  • Don't force him to agree quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't talk down to him.

Whitney Crowe

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.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
Very 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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Whitney Crowe:

  • Be certain to emphasize next action steps.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Allow time to verify the issues and potential outcomes.
  • Make an organized appeal for support and contributions.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Whitney Crowe:

  • Don't be dogmatic.
  • Don't use someone else's opinions as evidence.
  • Don't legislate.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't talk down to anyone.
  • Don't be vague about what's expected of either of you.
  • Be certain all decision-points have reached closure and action-plans are the result.

edward dryden

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.
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 edward dryden:

  • Put the details in writing, but don't plan on discussing them too much.
  • Provide testimonials from people he sees as important and prominent.
  • Plan to talk about things that support his dreams and goals.
  • Ask for his input regarding people and specific assignments.
  • When agreeing, support the ideas and potential results, not the person.
  • 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.
  • Use his own words to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with edward dryden:

  • Avoid asking rhetorical questions, or useless ones.
  • Don't make decisions for him.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Avoid being overly task-oriented.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • When agreeing, don't reinforce with "I'm with you, edward."