Team Insights

Macdonald Wealth Team

Updated June 13, 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

Brad MacDonald

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.
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.
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 Brad MacDonald :

  • Be candid, open, and patient.
  • Assure others that there won't be surprises.
  • Allow time to verify the issues and potential outcomes.
  • Do your homework, because others will have already done their share of it.
  • Provide clear, specific solutions, and support your position.
  • If you say you're going to do something, do it.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Brad MacDonald :

  • Don't leave things up in the air, or to work out by chance.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't threaten with position or power.
  • Don't legislate.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Avoid being impersonal or judgmental.
  • Don't whine about all of the work you have to do.

Claire Ratahi

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.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
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 Claire Ratahi:

  • Provide testimonials from people seen as important and prominent.
  • Assure others that there won't be surprises.
  • Ask for input regarding people and specific assignments.
  • Be candid, open, and patient.
  • If you say you're going to do something, do it.
  • Offer input on how to make the ideas become reality.
  • Use the conversation to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Claire Ratahi:

  • Don't whine about all of the work you have to do.
  • Don't be vague about what's expected.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be disorganized or sloppy.
  • Don't push too hard.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't stick to a strictly business agenda. Loosen up a little.

Dane Cleaver

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 Dane Cleaver:

  • Ask for input regarding people and specific assignments.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Be certain to emphasize next action-steps.
  • Offer input on how to make the ideas become reality.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Provide testimonials from people seen as important and prominent.

Things to avoid to effectively communicate with Dane Cleaver:

  • Avoid being overly task-oriented.
  • Don't be vague or ambiguous.
  • Don't talk down to anyone.
  • Don't 'dream' too much together or you'll lose time.
  • Avoid being impersonal or judgmental.
  • 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.

Kaye Kampkes

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.
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 HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Kaye Kampkes:

  • Assure others that there won't be unexpected surprises.
  • Keep on task with the business agenda.
  • Find some areas of common interest and involvement.
  • Break the ice with a brief personal comment.
  • List pros and cons to suggestions you make.
  • Be candid, open, and patient.
  • Present your ideas and opinions in a nonthreatening way.

Things to avoid to effectively communicate with Kaye Kampkes:

  • Don't use unreliable evidence or testimonials.
  • Don't leave the idea or plan without backup support.
  • Don't push too hard.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be careless or haphazard.
  • Don't be vague or ambiguous.
  • Don't leave things up in the air, or to work out by chance.