Team Insights

Marketing Team

Updated June 2, 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

Anna Rychkova

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.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Anna Rychkova:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • List pros and cons to suggestions you make.
  • Present your ideas and opinions in a non-threatening way.
  • Provide testimonials from people seen as important and prominent.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Anna Rychkova:

  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't threaten with position or power.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't rush the issues or the decision-making process.
  • Don't manipulate or bully others into agreeing.
  • Don't be vague or ambiguous.
  • Don't be unrealistic with deadlines.

Chelsea Pawlowski

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
HighEconomic High drive for economic gain helps provide motivation through long projects and assignments.
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.
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.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Chelsea Pawlowski:

  • Be certain to emphasize next action-steps.
  • Outline individual tasks and responsibilities in writing.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Present your ideas and opinions in a non-threatening way.
  • Be candid, open, and patient.
  • Find some areas of common interest and involvement.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Chelsea Pawlowski:

  • Don't talk down to anyone.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't stick coldly to the business agenda.
  • Don't manipulate or bully into agreeing.
  • Don't threaten with position or power.
  • Don't be domineering or demanding.
  • 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.

Rebekah Miller

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.
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 Rebekah Miller:

  • Provide testimonials from people seen as important and prominent.
  • Do your homework because that will be critical to the success of the conversation or meeting.
  • Allow time to verify the issues and potential outcomes.
  • If you disagree with the direction, make an organized presentation of your position.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Rebekah Miller:

  • Don't be dogmatic.
  • Don't rush the issues or the decision-making process until you have buy-in.
  • Don't be unrealistic with deadlines.
  • Don't use quick manipulations of ideas.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't leave decisions hanging in the air.
  • Don't whine about all of the work you have to do.