Team Insights

David – Crew

Updated April 18, 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

Aaron Rainey

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
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.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
HighAltruist Has a high desire to help others learn, grow, and develop.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
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 Aaron Rainey:

  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Assure others that there won't be unexpected surprises.
  • Approach issues in a straightforward, direct and factual way.
  • Be certain that the information you have is credible.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Aaron Rainey:

  • Don't use quick manipulations of ideas.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't push too hard.
  • Don't be domineering or demanding.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be vague or ambiguous.
  • Don't fail to follow through. If you say you're going to do something, do it.

Craig Rowden

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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender 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 Craig Rowden:

  • Break the ice with a brief personal comment.
  • 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.
  • Ask for input regarding people and specific assignments.
  • Be certain that the information you have is credible.
  • Make an organized appeal for support and contributions.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Craig Rowden:

  • Don't use someone else's opinions as evidence.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use unreliable evidence or testimonials.
  • Don't whine about all of the work you have to do.
  • Don't stick too rigidly to the agenda.
  • Don't be unrealistic with deadlines.

Danielle Duncan

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.
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 Danielle Duncan:

  • Allow time to verify the issues and potential outcomes.
  • Provide logical and practical evidence.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Offer input on how to make the ideas become reality.
  • Ask for input regarding people and specific assignments.
  • Make an organized appeal for support and contributions.
  • Be certain to emphasize next action-steps.

Things to avoid to effectively communicate with Danielle Duncan:

  • Don't be disorganized or sloppy.
  • 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 someone else's opinions as evidence.
  • Don't offer promises you can't keep.
  • Don't leave the idea or plan without backup support.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't legislate.

David Lewis

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.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
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 David Lewis:

  • Ask 'what' oriented questions that close the issue or topics.
  • 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.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Be prepared to handle some objections.
  • Be specific about what needs to be done and who is going to do it.
  • When agreeing, support the ideas and potential results, not the person.

Things to avoid to effectively communicate with David Lewis:

  • Don't forget or lose things necessary for the meeting or project.
  • Don't stick too rigidly to the agenda.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid being impersonal or judgmental.
  • Don't direct or order.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid wild speculations without factual support.

Hannah Cavanaugh

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
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 Hannah Cavanaugh:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Be certain to emphasize next action-steps.
  • Be candid, open, and patient.
  • 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.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Hannah Cavanaugh:

  • Don't be unrealistic with deadlines.
  • Don't be disorganized or sloppy.
  • Don't offer promises you can't keep.
  • Avoid being overly task-oriented.
  • Don't stick too rigidly to the agenda.
  • Don't use quick manipulations of ideas.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Nick Godfrey

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.
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 Nick Godfrey:

  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Be clear in your explanations.
  • Be certain to emphasize next action-steps.
  • Plan to talk about things that support dreams and goals.
  • Put the details in writing, but don't plan on discussing them too much.
  • Use the words of the discussion to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Nick Godfrey:

  • Avoid asking rhetorical questions, or useless ones.
  • Don't 'dream' too much or you'll lose time.
  • Don't confuse or distract from the business issues at hand.
  • Avoid wild speculations without factual support.
  • Don't talk down to anyone.
  • Don't legislate or dictate goals or activities.
  • Avoid getting bogged down in facts, figures, or abstractions.

Patrick Niedermeyer

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.
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 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 Patrick Niedermeyer:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain to emphasize next action steps.
  • 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.
  • If you disagree with the direction, make an organized presentation of your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Patrick Niedermeyer:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't leave decisions hanging in the air.
  • Don't rush the issues or the decision-making process until you have buy-in.
  • Don't be dogmatic.
  • Don't be short-tempered, cold, or tight-lipped.
  • Leave things up in the air, or to work out by chance.
  • Don't use someone else's opinions as evidence.