Team Insights

Equity Group

Updated June 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

Fernando Gomez

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.
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.
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 Fernando Gomez :

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain to emphasize next action-steps.
  • Provide clear, specific solutions, and support your position.
  • Be candid, open, and patient.
  • Use the conversation to direct you back to the topic or issue at hand.
  • 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 Fernando Gomez :

  • Don't whine about all of the work you have to do.
  • Don't be vague or ambiguous.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't push too hard.
  • 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 decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.

Jesús Sánchez

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

Things to do to effectively communicate with Jesús Sánchez :

  • Be certain to follow though on your part of the project.
  • List pros and cons to suggestions you make.
  • Break the ice with a brief personal comment.
  • Make an organized appeal for support and contributions.
  • Outline individual tasks and responsibilities in writing.
  • Provide clear, specific solutions, and support your position.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Jesús Sánchez :

  • 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 fail to follow through. If you say you're going to do something, do it.
  • Don't rush the issues or the decision-making process.
  • Don't whine about all of the work you have to do.
  • Don't be careless or haphazard.
  • Don't offer promises you can't keep.

Sergio Garcia

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.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Sergio Garcia:

  • Provide specifics about probability of success or effectiveness of options.
  • Watch carefully for early signs of disagreement or dissatisfaction.
  • Stick to business, let yourself decide if you want to talk socially.
  • Draw out personal goals and find areas of common interest and involvement.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.
  • Persuade by referring to objectives and results.
  • If you disagree, take issue with the facts, not the person.

Things to avoid to effectively communicate with Sergio Garcia:

  • Don't ramble on or waste Sergio's time.
  • Don't over-direct or command.
  • Don't patronize or demean.
  • Leave things open for interpretation.
  • Don't come with a ready-made decision, and don't make it for yourself.
  • Be disorganized.
  • Don't be demanding or domineering.