Team Insights

Service Pros Installation Group – Sample Team Insights

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

Amanda Dotson

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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.
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 Amanda Dotson:

  • Use the conversation to direct you back to the topic or issue at hand.
  • Outline individual tasks and responsibilities in writing.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain to emphasize next action-steps.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Amanda Dotson:

  • Don't use unreliable evidence or testimonials.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't offer promises you can't keep.
  • Avoid being overly task-oriented.
  • Don't legislate.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.

Billy Miller

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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.
HighRegulatory Strong preference for following established systems or creating them if none present.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Billy Miller:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be clear in your explanations.
  • Take your time, be precise and thorough.
  • Be efficient: Hit the major points first.
  • If you disagree with the direction, make an organized presentation of your position.
  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.

Things to avoid to effectively communicate with Billy Miller:

  • Don't push too hard.
  • Don't use unreliable evidence or testimonials.
  • Don't be casual, informal, or loud.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Avoid wild speculations without factual support.
  • Avoid asking rhetorical questions, or useless ones.
  • Avoid trying to build friendships and personal relationships.

Cynthia Robinson

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.
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 Cynthia Robinson:

  • Be certain that the information you have is credible.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide logical and practical evidence.
  • Present your ideas and opinions in a non-threatening way.
  • List pros and cons to suggestions you make.
  • Ask for input regarding people and specific assignments.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Cynthia Robinson:

  • Don't manipulate or bully others into agreeing.
  • Don't push too hard.
  • Don't stick too rigidly to the agenda.
  • Don't be unrealistic with deadlines.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't rush the issues or the decision-making process.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Mark Nicholson

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
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.
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.
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 Mark Nicholson:

  • If you say you're going to do something, do it.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Put the details in writing, but don't plan on discussing them too much.
  • Be candid, open, and patient.
  • Outline individual tasks and responsibilities in writing.
  • Be certain to emphasize next action-steps.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Mark Nicholson:

  • Don't make decisions for him.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be domineering or demanding.
  • Don't be vague or ambiguous.
  • Don't talk down to him.
  • Don't 'dream' too much with him or you'll lose time.

Michelle Stowe

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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Michelle Stowe:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide logical and practical evidence to support your position.
  • Provide time to verify the issues and potential outcomes.
  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Take your time to be precise and thorough.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Michelle Stowe:

  • Don't manipulate or bully others into agreeing.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be vague about what's expected.
  • Don't be disorganized or sloppy.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't make decisions for others.