Team Insights

Plumbing Drain Technicians

Updated February 21, 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

Alex Carlton

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
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.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Alex Carlton:

  • Use the conversation to direct you back to the topic or issue at hand.
  • Be certain that the information you have is credible.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • List pros and cons to suggestions you make.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Alex Carlton:

  • Don't leave things up in the air, or to work out by chance.
  • Don't offer promises you can't keep.
  • Don't leave the idea or plan without backup support.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't threaten with position or power.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't use quick manipulations of ideas.

Andrew Cooper

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.
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 Andrew Cooper :

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Allow time to verify the issues and potential outcomes.
  • Be candid, open, and patient.
  • Be certain that the information you have is credible.
  • List pros and cons to suggestions you make.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide logical and practical evidence.

Things to avoid to effectively communicate with Andrew Cooper :

  • Don't offer promises you can't keep.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't leave things up in the air, or to work out by chance.
  • Don't rush the issues or the decision-making process.
  • Don't be domineering or demanding.
  • Don't use quick manipulations of ideas.
  • Don't be unrealistic with deadlines.

David Long

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.
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.
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 David Long:

  • Do your homework, because others will have already done their share of it.
  • Provide assurances about input and decisions.
  • Provide logical and practical evidence.
  • Make an organized appeal for support and contributions.
  • If you disagree with the direction, make an organized presentation of your position.
  • Be certain that the information you have is credible.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with David Long:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be vague about what's expected.
  • Don't legislate.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be disorganized or sloppy.
  • Avoid being impersonal or judgmental.
  • Don't threaten with position or power.

Ethan Bobo

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 LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
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.
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 Ethan Bobo:

  • Take your time to be precise and thorough.
  • Provide time to verify the issues and potential outcomes.
  • If you disagree with the direction, make an organized presentation of your position.
  • Ask 'how' oriented questions to explore opinions.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Make an organized appeal for support and contributions.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Ethan Bobo:

  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't manipulate or bully others into agreeing.
  • Don't make decisions for others.
  • Don't leave the idea or plan without backup support.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be vague or ambiguous.
  • 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.

Ger Thao

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.
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.
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 Ger Thao:

  • Allow time to verify the issues and potential outcomes.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Provide logical and practical evidence.
  • List pros and cons to suggestions you make.
  • Do your homework, because others will have already done their share of it.
  • Assure others that there won't be surprises.

Things to avoid to effectively communicate with Ger Thao:

  • Don't leave things up in the air, or to work out by chance.
  • Avoid being overly task-oriented.
  • Don't use quick manipulations of ideas.
  • Don't be vague or ambiguous.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't manipulate or bully others into agreeing.

Mark Jaquith

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
HighEconomic High drive for economic gain helps provide motivation through long projects and assignments.
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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Mark Jaquith:

  • Offer input on how to make the ideas become reality.
  • Do your homework, because others will have already done their share of it.
  • Assure others that there won't be surprises.
  • Provide testimonials from people seen as important and prominent.
  • Provide logical and practical evidence.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain to emphasize next action-steps.

Things to avoid to effectively communicate with Mark Jaquith:

  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't threaten with position or power.
  • Don't use someone else's opinions as evidence.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't offer assurances and guarantees you can't fulfill.
  • 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.