Team Insights

Plumbing Service Management Team

Updated February 21, 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

David Miller

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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain 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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with David Miller:

  • Ask 'how' oriented questions to draw his opinions.
  • Provide assurances about his input and decisions.
  • Be candid, open, and patient.
  • Show sincere interest in him as a person.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Break the ice with a brief personal comment.
  • Provide testimonials from people he sees as important and prominent.

Things to avoid to effectively communicate with David Miller:

  • Don't stick coldly to the business agenda.
  • Don't be curt, cold, or tight-lipped.
  • Don't stick too rigidly to the agenda.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't talk down to him.
  • Don't leave the idea or plan without backup support.
  • Don't 'dream' too much with him or you'll lose time.

Edward Shouse

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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain 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 Edward Shouse:

  • Draw out personal goals and find areas of common interest and involvement.
  • If you disagree, take issue with the facts, not the person.
  • Be candid, open, and sincere.
  • Provide details of the problem or issue in writing.
  • Stick to business, let Edward decide if he wants to talk socially.
  • Watch carefully for early signs of disagreement or dissatisfaction.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.

Things to avoid to effectively communicate with Edward Shouse:

  • Don't ramble on or waste his time.
  • Don't ask rhetorical questions, or useless ones.
  • Don't be demanding or domineering.
  • Don't pretend to be an expert if you are not.
  • Don't patronize or demean.
  • Be disorganized.
  • Don't come with a ready-made decision, and don't make it for him.

Gregg Passini

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Gregg Passini:

  • Be certain to conclude the communication with agreed upon action steps for all involved.
  • Plan some extra time in your schedule for talking, relating, and socializing, but let him take the lead, and don't be surprised if the socializing ends abruptly.
  • Provide options for Gregg to express his opinions and make some of the decisions.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Provide immediate incentives for his willingness to help on the project. Ask for his opinions.
  • Put the details in writing, but don't plan on discussing them too much.

Things to avoid to effectively communicate with Gregg Passini:

  • Avoid asking rhetorical questions, or useless ones.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • When disagreeing, don't let it reflect on him personally.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't be sloppy or disorganized.
  • Don't talk down to him.
  • Avoid wild speculations without factual support.

Jason cowick

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
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 Jason cowick:

  • Keep on task with the business agenda.
  • Provide logical and practical evidence to support your position.
  • Be certain that the information you have is credible.
  • Outline individual tasks and responsibilities in writing.
  • Do your homework, because others will have already done their share of it.
  • Provide assurances about input and decisions.
  • Take your time to be precise and thorough.

Things to avoid to effectively communicate with Jason cowick:

  • Don't be disorganized or sloppy.
  • Don't leave the idea or plan without backup support.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • 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 and for mutual ownership.

Sean Morris

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
Very HighEconomic Very competitive and bottom-line oriented.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
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 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 Sean Morris:

  • Provide logical and practical evidence.
  • Get to the point quickly and don't ramble.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Be prepared to handle some objections.
  • Present your items in a logical way.
  • Make assurances that there won't be surprises.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Sean Morris:

  • Don't direct or order.
  • Don't whine about all of the work you have to do.
  • Don't leave things up in the air, or to work out by chance.
  • Don't rush the issues or the decision-making process.
  • Don't be careless or haphazard.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't forget or lose things necessary for the meeting or project.

zion johnson

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very HighEconomic Very competitive and bottom-line oriented.
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.
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.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with zion johnson:

  • Offer input on how to make the ideas become reality.
  • Be certain that the information you have is credible.
  • Provide assurances about input and decisions.
  • If you disagree with the direction, make an organized presentation of your position.
  • Make an organized appeal for support and contributions.
  • List pros and cons to suggestions you make.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with zion johnson:

  • Don't push too hard.
  • Don't whine about all of the work you have to do.
  • Don't offer promises you can't keep.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be vague about what's expected.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't be rude, abrupt, or too fast-paced in your delivery.