Team Insights

Sample Team

Updated January 18, 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

Allison Krieger

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.
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 Allison Krieger:

  • Be candid, open, and patient.
  • Stick to business matters only.
  • Make an organized appeal for support and contributions.
  • Take your time, be precise and thorough.
  • Keep on task with the business agenda.
  • If you say you're going to do something, do it.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Allison Krieger:

  • Avoid trying to build friendships and personal relationships.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't threaten with position or power.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't leave the idea or plan without backup support.

Cindy Wells

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.
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.
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 Cindy Wells:

  • Use a thoughtful and logical approach to discussing ideas and options.
  • Find some areas of common interest and involvement.
  • Do your homework, because others will have already done their share of it.
  • Present your ideas and opinions in a nonthreatening way.
  • Assure others that there won't be unexpected surprises.
  • List pros and cons to suggestions you make.
  • Observe for possible areas of disagreement as some may not be verbal about them.

Things to avoid to effectively communicate with Cindy Wells:

  • Don't use someone else's opinions as evidence.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't offer promises you can't keep.
  • Don't use quick manipulations of ideas.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be vague about what's expected.
  • Don't use unreliable evidence or testimonials.

Natasia Freeman

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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
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 Natasia Freeman:

  • Approach issues in a straightforward, direct and factual way.
  • Provide assurances about input and decisions.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide time to verify the issues and potential outcomes.
  • Provide clear, specific solutions, and support your position.
  • Do your homework, because others will have already done their share of it.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Natasia Freeman:

  • Don't make decisions for others.
  • Don't use someone else's opinions as evidence.
  • Don't be unrealistic with deadlines.
  • Don't be vague about what's expected.
  • Don't be vague or ambiguous.
  • Don't use unreliable evidence or testimonials.
  • Don't leave things up in the air, or to work out by chance.