Team Insights

Kristen – Crew

Updated April 22, 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

Bennett Conway

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.
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.
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 Bennett Conway:

  • Assure others that there won't be surprises.
  • If you disagree with the direction, make an organized presentation of your position.
  • Break the ice with a brief personal comment.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide testimonials from people seen as important and prominent.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Bennett Conway:

  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't whine about all of the work you have to do.
  • Don't use someone else's opinions as evidence.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid being overly task-oriented.
  • Don't legislate.
  • Don't be rude, abrupt, or too fast-paced in your delivery.

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.

Karissa Atkinson

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 Karissa Atkinson:

  • Use a thoughtful and logical approach to discussing ideas and options.
  • Outline individual tasks and responsibilities in writing.
  • Ask 'how' oriented questions to explore opinions.
  • Approach issues in a straightforward, direct and factual way.
  • Do your homework, because others will have already done their share of it.
  • Provide time to verify the issues and potential outcomes.
  • Take your time to be precise and thorough.

Things to avoid to effectively communicate with Karissa Atkinson:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be domineering or demanding.
  • Don't be unrealistic with deadlines.
  • Don't use unreliable evidence or testimonials.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't use quick manipulations of ideas.
  • Don't leave the idea or plan without backup support.

Kristen Winn

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.
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.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Kristen Winn:

  • Be casual and informal with gestures and body language.
  • Be certain to emphasize next action-steps.
  • Ask for input regarding people and specific assignments.
  • Offer input on how to make the ideas become reality.
  • Present your ideas and opinions in a non-threatening way.
  • Free-up enough to be engaging and optimistic in your conversations.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.

Things to avoid to effectively communicate with Kristen Winn:

  • Don't be rude, abrupt in your delivery.
  • Don't talk down to anyone.
  • Avoid being overly task-oriented.
  • Don't 'dream' too much together or you'll lose time.
  • Don't manipulate or bully into agreeing.
  • Don't stick too rigidly to the agenda.
  • Don't stick coldly to the business agenda.

VALERIE GIBSON

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.
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 VALERIE GIBSON:

  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain that the information you have is credible.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Approach issues in a straightforward, direct and factual way.
  • Present your ideas and opinions in a nonthreatening way.
  • Provide logical and practical evidence to support your position.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with VALERIE GIBSON:

  • Don't be vague or ambiguous.
  • 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 whine about all of the work you have to do.
  • Don't be unrealistic with deadlines.
  • Don't leave things up in the air, or to work out by chance.
  • Don't use quick manipulations of ideas.
  • Don't offer assurances and guarantees you can't fulfill.