Team Insights

KC IR

Updated April 12, 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

Carmelo Blazekovic

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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender 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 Carmelo Blazekovic:

  • Outline individual tasks and responsibilities in writing.
  • If you disagree with the direction, make an organized presentation of your position.
  • Present your ideas and opinions in a non-threatening way.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Be certain to emphasize next action-steps.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Carmelo Blazekovic:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't be vague or ambiguous.
  • Don't be vague about what's expected.
  • Avoid being impersonal or judgmental.
  • Don't leave things up in the air, or to work out by chance.
  • Don't use someone else's opinions as evidence.

Jake Pfannenstiel

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
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 Jake Pfannenstiel:

  • Be candid, open, and patient.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Be certain to emphasize next action-steps.
  • Provide immediate incentives for willingness to help on the project.
  • Break the ice with a brief personal comment.
  • Be casual and informal with gestures and body language.

Things to avoid to effectively communicate with Jake Pfannenstiel:

  • Don't threaten with position or power.
  • Don't leave decisions hanging in the air.
  • Don't stick coldly to the business agenda.
  • Don't talk down to anyone.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • 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.
  • Don't be rude, abrupt in your delivery.

Jordan Benningfield

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 HighEconomic Very competitive and bottom-line oriented.
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 Jordan Benningfield:

  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Find some areas of common interest and involvement.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Be certain to follow though on your part of the project.
  • Approach issues in a straightforward, direct and factual way.
  • Ask 'how' oriented questions to explore opinions.

Things to avoid to effectively communicate with Jordan Benningfield:

  • Don't be disorganized or sloppy.
  • Don't make decisions for others.
  • Don't push too hard.
  • Don't be unrealistic with deadlines.
  • 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.
  • Don't rush the issues or the decision-making process.
  • Don't be domineering or demanding.

Jordan Vega

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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
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 Jordan Vega:

  • List pros and cons to suggestions you make.
  • Provide logical and practical evidence.
  • Provide clear, specific solutions, and support your position.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Outline individual tasks and responsibilities in writing.
  • Be certain to remember to provide specific action steps and details for all involved.
  • If you agree with the outcome, follow through and do what you say you will do.

Things to avoid to effectively communicate with Jordan Vega:

  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't use quick manipulations of ideas.
  • Don't legislate.
  • Don't use unreliable evidence or testimonials.
  • Don't be vague about what's expected.
  • Don't threaten with position or power.

Mitchell Wainwright

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.
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.
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 Mitchell Wainwright:

  • Provide clear, specific solutions, and support your position.
  • If you say you're going to do something, do it.
  • Be candid, open, and patient.
  • Provide testimonials from people you see as important and prominent.
  • Break the ice with a brief personal comment.
  • Be casual and informal with gestures and body language.
  • Show sincere interest in you as a person.

Things to avoid to effectively communicate with Mitchell Wainwright:

  • Don't stick coldly to the business agenda.
  • Don't be curt, cold, or tight-lipped.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't patronize or demean Mitchell by using incentives or subtlety.
  • Don't manipulate or bully Mitchell into agreeing.
  • Don't talk down to Mitchell.
  • Don't legislate.

Patrick Niedermeyer

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.
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.
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 Patrick Niedermeyer:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain to emphasize next action steps.
  • Make an organized appeal for support and contributions.
  • 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.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Patrick Niedermeyer:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't leave decisions hanging in the air.
  • Don't rush the issues or the decision-making process until you have buy-in.
  • Don't be dogmatic.
  • Don't be short-tempered, cold, or tight-lipped.
  • Leave things up in the air, or to work out by chance.
  • Don't use someone else's opinions as evidence.

Rachel Dercher

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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Rachel Dercher:

  • Be casual and informal with gestures and body language.
  • Break the ice with a brief personal comment.
  • Provide clear, specific solutions, and support your position.
  • Show sincere interest in her as a person.
  • Be certain to emphasize next action-steps.
  • Provide assurances about her input and decisions.
  • Plan some extra time in your schedule for talking, relating, and socializing.

Things to avoid to effectively communicate with Rachel Dercher:

  • Don't stick coldly to the business agenda.
  • Don't patronize or demean her by using incentives or subtlety.
  • Avoid being overly task-oriented.
  • Avoid being impersonal or judgmental.
  • Don't be vague or ambiguous.
  • Don't be domineering or demanding.
  • Don't leave the idea or plan without backup support.

Reed Waldon

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.
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.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
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 Reed Waldon:

  • Ask for input regarding people and specific assignments.
  • Offer input on how to make the ideas become reality.
  • Be certain that the information you have is credible.
  • Present your ideas and opinions in a non-threatening way.
  • Do your homework, because others will have already done their share of it.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Reed Waldon:

  • Don't offer promises you can't keep.
  • Don't leave things up in the air, or to work out by chance.
  • Don't push too hard.
  • Don't legislate.
  • Don't be vague about what's expected.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't manipulate or bully others into agreeing.

Robert Howard

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 Robert Howard:

  • If you disagree with the direction, make an organized presentation of your position.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • List pros and cons to suggestions you make.
  • Take your time to be precise and thorough.
  • If you say you're going to do something, do it.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Use a thoughtful and logical approach to discussing ideas and options.

Things to avoid to effectively communicate with Robert Howard:

  • 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.
  • Don't be domineering or demanding.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't manipulate or bully others into agreeing.
  • Don't rush the issues or the decision-making process.
  • Don't push too hard.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.

Suzanne Bailey

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.
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.
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 Suzanne Bailey:

  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Offer input on how to make the ideas become reality.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain to emphasize next action steps.
  • If you disagree with the direction, make an organized presentation of 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 Suzanne Bailey:

  • Don't whine about all of the work you have to do.
  • Leave things up in the air, or to work out by chance.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use quick manipulations of ideas.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't talk down to anyone.
  • Don't use unreliable evidence or testimonials.

Tabitha Wyckoff

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
LowEconomic A team player and may put others' needs before self.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Tabitha Wyckoff:

  • Be candid, open, and patient.
  • Provide logical and practical evidence.
  • List pros and cons to suggestions you make.
  • Provide assurances about input and decisions.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide testimonials from people seen as important and prominent.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Tabitha Wyckoff:

  • Don't be unrealistic with deadlines.
  • Don't offer promises you can't keep.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't threaten with position or power.
  • Don't be vague about what's expected.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be disorganized or sloppy.

Teresa Beck

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
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 Teresa Beck:

  • Provide assurances about input and decisions.
  • Ask for input regarding people and specific assignments.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Provide clear, specific solutions, and support your position.
  • Break the ice with a brief personal comment.
  • Assure others that there won't be surprises.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Teresa Beck:

  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't legislate.
  • Don't leave things up in the air, or to work out by chance.
  • Don't manipulate or bully others into agreeing.
  • Avoid being overly task-oriented.
  • Don't use unreliable evidence or testimonials.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.

Yvonne Huff

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.
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.
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 Yvonne Huff:

  • Be certain to remember to provide specific action steps and details for all involved.
  • Assure others that there won't be surprises.
  • Outline individual tasks and responsibilities in writing.
  • Ask for input regarding people and specific assignments.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide testimonials from people seen as important and prominent.
  • Provide assurances about input and decisions.

Things to avoid to effectively communicate with Yvonne Huff:

  • Don't be vague about what's expected.
  • Don't be unrealistic with deadlines.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't whine about all of the work you have to do.
  • Don't rush the issues or the decision-making process.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't use unreliable evidence or testimonials.