Team Insights

Estimation Supervisor Applicant Team

Updated May 26, 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 Speller

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.
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 Alex Speller:

  • Be certain that the information you have is credible.
  • Make an organized appeal for support and contributions.
  • Be certain to emphasize next action steps.
  • Join in and talk positively about people and their goals.
  • Plan to talk about things that support dreams and goals.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • If you disagree with the direction, make an organized presentation of your position.

Things to avoid to effectively communicate with Alex Speller:

  • Don't rush the issues or the decision-making process until you have buy-in.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't talk down to anyone.
  • Leave things up in the air, or to work out by chance.
  • Don't be dogmatic.
  • Don't legislate.
  • Don't use quick manipulations of ideas.

Amber Wambold

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.
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 Amber Wambold:

  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.
  • Observe for possible areas of disagreement as they may not verbalize them.
  • Show sincere interest.
  • Find some areas of common interest and involvement.
  • Break the ice with a brief personal comment.
  • Ask 'how' oriented questions to draw out opinions.

Things to avoid to effectively communicate with Amber Wambold:

  • Don't be vague or ambiguous.
  • Don't be domineering or demanding.
  • Don't manipulate or bully others into agreeing.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't stick coldly onto the business agenda.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't threaten with position or power.

Cody Wright

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

Things to do to effectively communicate with Cody Wright:

  • Present your ideas and opinions in a nonthreatening way.
  • Provide clear, specific solutions, and support your position.
  • Provide time to verify the issues and potential outcomes.
  • Assure others that there won't be unexpected surprises.
  • Be certain to follow though on your part of the project.
  • Do your homework, because others will have already done their share of it.
  • Keep on task with the business agenda.

Things to avoid to effectively communicate with Cody Wright:

  • Don't leave the idea or plan without backup support.
  • Don't use unreliable evidence or testimonials.
  • Don't manipulate or bully others into agreeing.
  • Don't be domineering or demanding.
  • 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 Trexler

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.
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 Don Trexler:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide assurances about input and decisions.
  • Allow time to verify the issues and potential outcomes.
  • Provide testimonials from people seen as important and prominent.
  • 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 Don Trexler:

  • Don't be disorganized or sloppy.
  • Don't offer promises you can't keep.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • 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 use unreliable evidence or testimonials.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.

Emily Martin

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

Things to do to effectively communicate with Emily Martin:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide assurances about input and decisions.
  • Provide testimonials from people seen as important and prominent.
  • Be certain to remember to provide specific action steps and details for all involved.
  • List pros and cons to suggestions you make.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Emily Martin:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be vague about what's expected.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't use unreliable evidence or testimonials.
  • Don't rush the issues or the decision-making process.
  • Don't use quick manipulations of ideas.
  • Don't be unrealistic with deadlines.

Jordan Davis

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

Things to do to effectively communicate with Jordan Davis:

  • If you say you're going to do something, do it.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be candid, open, and patient.
  • Outline individual tasks and responsibilities in writing.
  • Make an organized appeal for support and contributions.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Assure others that there won't be surprises.

Things to avoid to effectively communicate with Jordan Davis:

  • Don't be vague or ambiguous.
  • Avoid being impersonal or judgmental.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Avoid being overly task-oriented.
  • Don't use quick manipulations of ideas.
  • Don't be unrealistic with deadlines.
  • Don't manipulate or bully others into agreeing.

Matthew Saxton

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.
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 Matthew Saxton:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Make an organized appeal for support and contributions.
  • 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 certain to emphasize next action-steps.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Matthew Saxton:

  • Don't be disorganized or sloppy.
  • Don't rush the issues or the decision-making process.
  • Don't use unreliable evidence or testimonials.
  • Don't be vague about what's expected.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use someone else's opinions as evidence.

Michael merlo

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.
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.
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 Michael merlo:

  • Provide logical and practical evidence.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Outline individual tasks and responsibilities in writing.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Ask for input regarding people and specific assignments.
  • Assure others that there won't be surprises.

Things to avoid to effectively communicate with Michael merlo:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't use quick manipulations of ideas.
  • 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 unrealistic with deadlines.
  • Don't stick too rigidly to the agenda.
  • Don't use someone else's opinions as evidence.
  • Don't push too hard.