Team Insights

Demo Team

Updated March 9, 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 Painter

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.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
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 Andy Painter:

  • Outline individual tasks and responsibilities in writing.
  • Provide clear, specific solutions, and support your position.
  • Provide logical and practical evidence to support your position.
  • Find some areas of common interest and involvement.
  • If you disagree with the direction, make an organized presentation of your position.
  • Take your time to be precise and thorough.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Andy Painter:

  • Don't use unreliable evidence or testimonials.
  • Don't use someone else's opinions as evidence.
  • Don't whine about all of the work you have to do.
  • 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 manipulate or bully others into agreeing.
  • Don't make decisions for others.
  • Don't be vague about what's expected.

Elena Jennings

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

Things to do to effectively communicate with Elena Jennings:

  • Ask for input regarding people and specific assignments.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Plan to talk about things that support dreams and goals.
  • Break the ice with a brief personal comment.
  • Be certain to emphasize next action-steps.
  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.

Things to avoid to effectively communicate with Elena Jennings:

  • Avoid being overly task-oriented.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't legislate or issue edicts.
  • 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 talk down to anyone.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't manipulate or bully into agreeing.

Gareth Kemp

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
Very HighEconomic Very competitive and bottom-line oriented.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
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.
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 Gareth Kemp:

  • Provide immediate incentives for willingness to help on the project.
  • Don't get off the track and talk about other issues or items.
  • Be clear in your explanations.
  • Be efficient: Hit the major points first.
  • Be specific about what needs to be done and who is going to do it.
  • Be prepared to handle some objections.
  • Provide options for you to express your opinions and make some of the decisions.

Things to avoid to effectively communicate with Gareth Kemp:

  • Don't direct or order.
  • Don't 'dream' too much with the team or you'll lose time.
  • Avoid wild speculations without factual support.
  • When disagreeing, don't let it reflect on anyone personally.
  • Don't talk down to anyone.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't forget or lose things necessary for the meeting or project.

Harvey Smith

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
Very HighEconomic Very competitive and bottom-line oriented.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
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.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Harvey Smith:

  • Outline individual tasks and responsibilities in writing.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Be candid, open, and patient.
  • If you say you're going to do something, do it.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Make an organized appeal for support and contributions.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Harvey Smith:

  • Don't legislate.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't whine about all of the work you have to do.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Avoid being overly task-oriented.
  • Don't threaten with position or power.
  • Don't be unrealistic with deadlines.

Mary Kemp

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.
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.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Mary Kemp:

  • Put the details in writing, but don't plan on discussing them too much.
  • Ask 'what' oriented questions that close the issue or topics.
  • Be efficient: Hit the major points first.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Provide testimonials from people seen as important and prominent.
  • Provide options for you to express your opinions and make some of the decisions.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Mary Kemp:

  • Avoid being impersonal or judgmental.
  • Don't talk down to anyone.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • When disagreeing, don't let it reflect on anyone personally.
  • Don't direct or order.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't make decisions for anyone.

Shay Prosser

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very HighEconomic Very competitive and bottom-line oriented.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Shay Prosser:

  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Be specific about what needs to be done and who is going to do it.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Provide immediate incentives for willingness to help on the project.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Shay Prosser:

  • Avoid wild speculations without factual support.
  • Avoid being impersonal or judgmental.
  • Don't confuse or distract from the business issues at hand.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't leave decisions hanging in the air.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't direct or order.