Team Insights

IT Team

Updated April 27, 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

Aimeri Baddouh

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.
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.
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 Aimeri Baddouh:

  • Be certain to remember to provide specific action steps and details for all involved.
  • Provide clear, specific solutions, and support your position.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide testimonials from people seen as important and prominent.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Present your ideas and opinions in a non-threatening way.
  • Be certain that the information you have is credible.

Things to avoid to effectively communicate with Aimeri Baddouh:

  • Don't be disorganized or sloppy.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't leave things up in the air, or to work out by chance.
  • Don't push too hard.
  • Don't be unrealistic with deadlines.
  • Don't manipulate or bully others into agreeing.

Brendan Yeckley

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.
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 Brendan Yeckley:

  • List pros and cons to suggestions you make.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • If you disagree with the direction, make an organized presentation of your position.
  • Offer input on how to make the ideas become reality.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Do your homework because that will be critical to the success of the conversation or meeting.
  • Plan some extra time in your schedule for talking, relating, and socializing.

Things to avoid to effectively communicate with Brendan Yeckley:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use quick manipulations of ideas.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't leave decisions hanging in the air.
  • Don't use someone else's opinions as evidence.
  • Don't be vague about what's expected of either of you.
  • Don't whine about all of the work you have to do.

Casey Davis

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.
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.
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 Casey Davis:

  • Allow time to verify the issues and potential outcomes.
  • Offer input on how to make the ideas become reality.
  • List pros and cons to suggestions you make.
  • Provide logical and practical evidence.
  • Provide clear, specific solutions, and support your position.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Casey Davis:

  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't threaten with position or power.
  • Don't use quick manipulations of ideas.
  • Don't stick too rigidly to the agenda.
  • Don't be domineering or demanding.
  • Don't be disorganized or sloppy.

Chuck Pavlick

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
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 Chuck Pavlick:

  • Provide assurances about his input and decisions.
  • 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.
  • Be certain to emphasize next action-steps.
  • Ask 'how' oriented questions to draw his opinions.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Chuck Pavlick:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't 'dream' too much with him or you'll lose time.
  • Don't manipulate or bully him into agreeing.
  • Don't be curt, cold, or tight-lipped.
  • Don't make decisions for him.

David Brown

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.
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 Brown:

  • Provide logical and practical evidence.
  • Assure others that there won't be surprises.
  • Break the ice with a brief personal comment.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide clear, specific solutions, and support your position.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with David Brown:

  • Don't leave the idea or plan without backup support.
  • Avoid being impersonal or judgmental.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be domineering or demanding.
  • Don't be vague about what's expected.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Graham Satherlie

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.
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.
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 Graham Satherlie:

  • Break the ice with a brief personal comment.
  • 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.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Assure others that there won't be surprises.
  • List pros and cons to suggestions you make.
  • If you disagree with the direction, make an organized presentation of your position.

Things to avoid to effectively communicate with Graham Satherlie:

  • Don't be domineering or demanding.
  • Don't legislate.
  • Don't be disorganized or sloppy.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't use someone else's opinions as evidence.
  • Avoid being impersonal or judgmental.
  • Don't leave the idea or plan without backup support.

James Fleming

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.
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.
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 James Fleming:

  • If you disagree with the direction, make an organized presentation of your position.
  • Break the ice with a brief personal comment.
  • Keep on task with the business agenda.
  • List pros and cons to suggestions you make.
  • Approach issues in a straightforward, direct and factual way.
  • Provide time to verify the issues and potential outcomes.
  • Be certain to follow though on your part of the project.

Things to avoid to effectively communicate with James Fleming:

  • Don't offer promises you can't keep.
  • Don't be disorganized or sloppy.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be domineering or demanding.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't use someone else's opinions as evidence.

Jarred Nolasco

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.
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.
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 Jarred Nolasco:

  • Allow time to verify the issues and potential outcomes.
  • Make an organized appeal for support and contributions.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Provide testimonials from people seen as important and prominent.
  • Ask for input regarding people and specific assignments.
  • Plan to talk about things that support dreams and goals.
  • Use a thoughtful and logical approach to discussing ideas and options.

Things to avoid to effectively communicate with Jarred Nolasco:

  • Don't use quick manipulations of ideas.
  • Don't whine about all of the work you have to do.
  • Don't be dogmatic.
  • Don't rush the issues or the decision-making process until you have buy-in.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't legislate.
  • Don't fail to follow through. If you say you're going to do something, do it.

Laura Lingerfeldt

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
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.
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 Laura Lingerfeldt:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide clear, specific solutions, and support your position.
  • List pros and cons to suggestions you make.
  • Present your ideas and opinions in a non-threatening way.
  • Outline individual tasks and responsibilities in writing.
  • Do your homework, because others will have already done their share of it.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Laura Lingerfeldt:

  • Don't use quick manipulations of ideas.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be vague or ambiguous.
  • Don't be unrealistic with deadlines.
  • Don't leave things up in the air, or to work out by chance.
  • Don't stick to a strictly business agenda. Loosen up a little.

Matteo Santavicca

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.
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.
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.
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 Matteo Santavicca:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • List pros and cons to suggestions you make.
  • Make an organized appeal for support and contributions.
  • Provide clear, specific solutions, and support your position.
  • Assure others that there won't be surprises.
  • Outline individual tasks and responsibilities in writing.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Matteo Santavicca:

  • Don't push too hard.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • 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 use someone else's opinions as evidence.