Team Insights

Stuckey Team April 2022

Updated April 28, 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

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.

Clint Stuckey

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
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.
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 Clint Stuckey:

  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Outline individual tasks and responsibilities in writing.
  • Be candid, open, and patient.
  • Provide testimonials from people seen as important and prominent.
  • Offer input on how to make the ideas become reality.
  • Provide logical and practical evidence.
  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Outline individual tasks and responsibilities in writing.
  • Be candid, open, and patient.
  • Provide testimonials from people seen as important and prominent.
  • Offer input on how to make the ideas become reality.
  • Provide logical and practical evidence.

Things to avoid to effectively communicate with Clint Stuckey:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Avoid being impersonal or judgmental.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't use quick manipulations of ideas.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be vague about what's expected.
  • Avoid being overly task-oriented.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Avoid being impersonal or judgmental.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't use quick manipulations of ideas.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be vague about what's expected.
  • Avoid being overly task-oriented.

Darrell Flanagan

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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
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 Darrell Flanagan:

  • Approach issues in a straightforward, direct and factual way.
  • Take your time, be precise and thorough.
  • Get to the point quickly and don't ramble.
  • Be efficient: Hit the major points first.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Stick to business matters only.
  • Be specific about what needs to be done and who is going to do it.

Things to avoid to effectively communicate with Darrell Flanagan:

  • Don't provide special personal incentives.
  • Don't be careless or haphazard.
  • Don't rush the issues or the decision-making process.
  • Don't be unrealistic with deadlines.
  • Don't push too hard.
  • Don't direct or order.
  • Don't fail to follow through. If you say you're going to do something, do it.

Manuel cooper

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.
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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Manuel cooper:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be specific about what's needed to be done, and who is going to do it.
  • Make an organized appeal for support and contributions.
  • Be prepared to handle some objections.
  • Provide time to verify the issues and potential outcomes.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Manuel cooper:

  • Don't forget or lose things necessary for the meeting or project.
  • Avoid trying to build friendships and personal relationships.
  • Don't offer promises you can't keep.
  • Avoid rambling discussion, and wasting time.
  • Avoid wild speculations without factual support.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't leave the idea or plan without backup support.

Tomas Zuniga

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.
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.
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 Tomas Zuniga:

  • Appeal to how Tomas will benefit or be assisted in this transaction.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.
  • Be candid, open, and sincere.
  • Begin with a brief but personal comment or icebreaker.
  • Support the results, not the person, if you agree.
  • Ask specific questions, preferably focusing on 'what' and 'how' issues to draw out his opinions.
  • Present your case logically and be efficient.

Things to avoid to effectively communicate with Tomas Zuniga:

  • Don't force him to respond quickly to your objectives.
  • Don't come with a ready-made decision, and don't make it for him.
  • Be disorganized.
  • Leave things open for interpretation.
  • Don't over-direct or command.
  • Don't make promises you can't keep.
  • Don't threaten with position power.