Team Insights

Institute Agility Team

Updated February 8, 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

Erin Kaohelaulii-Brett

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
HighAltruist Has a high desire to help others learn, grow, and develop.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Erin Kaohelaulii-Brett:

  • Be candid, open, and patient.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Provide testimonials from people seen as important and prominent.
  • Outline individual tasks and responsibilities in writing.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Provide immediate incentives for willingness to help on the project.

Things to avoid to effectively communicate with Erin Kaohelaulii-Brett:

  • Don't threaten with position or power.
  • Don't be short-tempered, cold, or tight-lipped.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't offer assurances and guarantees you can't fulfill.
  • Avoid being impersonal or judgmental.
  • Don't leave decisions hanging in the air.
  • Don't rush into business or the agenda; provide some time to break the ice.

Michelle Mueller

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Michelle Mueller:

  • Put the details in writing, but don't plan on discussing them too much.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Offer input on how to make the ideas become reality.
  • Provide testimonials from people seen as important and prominent.
  • Be candid, open, and patient.
  • Provide clear, specific solutions, and support your position.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Michelle Mueller:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't 'dream' too much together or you'll lose time.
  • 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.
  • Don't leave the idea or plan without backup support.
  • Avoid being overly task-oriented.

Neville Poole

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

Things to do to effectively communicate with Neville Poole:

  • Be certain to emphasize next action-steps.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide assurances about input and decisions.
  • Offer input on how to make the ideas become reality.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • List pros and cons to suggestions you make.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Neville Poole:

  • Don't be disorganized or sloppy.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't use someone else's opinions as evidence.
  • Don't be vague about what's expected.
  • Avoid being impersonal or judgmental.
  • Don't threaten with position or power.
  • Don't be rude, abrupt, or too fast-paced in your delivery.