Team Insights

SVC

Updated May 3, 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

Alyssa Betlach

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.
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 Alyssa Betlach :

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Outline individual tasks and responsibilities in writing.
  • Provide time to verify the issues and potential outcomes.
  • Provide clear, specific solutions, and support your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain that the information you have is credible.

Things to avoid to effectively communicate with Alyssa Betlach :

  • Don't be disorganized or sloppy.
  • Don't be careless or haphazard.
  • Don't leave the idea or plan without backup support.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be unrealistic with deadlines.
  • Don't be domineering or demanding.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.

Chris Sievers

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
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.
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 Chris Sievers:

  • Put the details in writing, but don't plan on discussing them too much.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Do your homework and be prepared with goals, objectives, support materials, etc., but don't plan on using all of them. Have the material with you as support.
  • Provide options for you to express your opinions and make some of the decisions.
  • When agreeing, support the ideas and potential results, not the person.
  • Get to the point quickly and don't ramble.
  • Ask 'what' oriented questions that close the issue or topics.

Things to avoid to effectively communicate with Chris Sievers:

  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't confuse or distract from the business issues at hand.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't direct or order.
  • Don't make decisions for anyone.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't leave decisions hanging in the air.

Christian Narcia

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Christian Narcia:

  • Join in and talk positively about people and their goals.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Be certain to emphasize next action steps.
  • Be certain that the information you have is credible.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Do your homework because that will be critical to the success of the conversation or meeting.

Things to avoid to effectively communicate with Christian Narcia:

  • Don't use quick manipulations of ideas.
  • Don't be unrealistic with deadlines.
  • Don't be vague about what's expected of either of you.
  • Leave things up in the air, or to work out by chance.
  • Don't legislate.
  • Avoid being impersonal or judgmental.
  • Don't use unreliable evidence or testimonials.

Damon Kautzman

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.
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.
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.
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 Damon Kautzman:

  • If you agree with the outcome, follow through and do what you say you will do.
  • Outline individual tasks and responsibilities in writing.
  • Be certain to follow through.
  • Provide logical and practical evidence.
  • Be certain that there won't be surprises.
  • Stick to business matters only.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with Damon Kautzman:

  • Don't threaten with position or power.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be vague or ambiguous.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid wild speculations without factual support.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't be domineering or demanding.

Emily Garcia Salgado

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

Things to do to effectively communicate with Emily Garcia Salgado :

  • Make an organized appeal for support and contributions.
  • Provide logical and practical evidence.
  • Be certain to emphasize next action-steps.
  • Be candid, open, and patient.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide testimonials from people seen as important and prominent.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Emily Garcia Salgado :

  • Don't manipulate or bully others into agreeing.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't offer promises you can't keep.
  • Avoid being impersonal or judgmental.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't rush into business or the agenda; provide some time to break the ice.

Erin Kettelkamp

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.
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.
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 Erin Kettelkamp:

  • Break the ice with a brief personal comment.
  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Present your ideas and opinions in a nonthreatening way.
  • If you disagree with the direction, make an organized presentation of your position.
  • Keep on task with the business agenda.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Erin Kettelkamp:

  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • 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.
  • Don't push too hard.
  • Don't make decisions for others.
  • Don't use someone else's opinions as evidence.
  • Don't use quick manipulations of ideas.

Jesus Ramses rios

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Jesus Ramses rios:

  • Be candid, open, and patient.
  • Be casual and informal with gestures and body language.
  • Offer input on how to make the ideas become reality.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Find some areas of common interest and involvement.
  • Outline individual tasks and responsibilities in writing.
  • Provide testimonials from people seen as important and prominent.

Things to avoid to effectively communicate with Jesus Ramses rios:

  • Don't threaten with position or power.
  • Don't be rude, abrupt in your delivery.
  • Don't 'dream' too much together or you'll lose time.
  • Don't be vague or ambiguous.
  • Don't be domineering or demanding.
  • Don't offer assurances and guarantees you can't fulfill.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Julia Holen

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.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
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 Julia Holen:

  • Be candid, open, and patient.
  • Make an organized appeal for support and contributions.
  • Provide logical and practical evidence to support your position.
  • Assure others that there won't be unexpected surprises.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Find some areas of common interest and involvement.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Julia Holen:

  • 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.
  • Don't use quick manipulations of ideas.
  • Don't be unrealistic with deadlines.
  • Don't leave things up in the air, or to work out by chance.
  • Don't use unreliable evidence or testimonials.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.

Laura Bruner

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.
HighAltruist Has a high desire to help others learn, grow, and develop.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Laura Bruner:

  • Put the details in writing, but don't plan on discussing them too much.
  • Be candid, open, and patient.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Offer input on how to make the ideas become reality.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Provide immediate incentives for willingness to help on the project.
  • Present your ideas and opinions in a non-threatening way.

Things to avoid to effectively communicate with Laura Bruner:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't threaten with position or power.
  • Don't stick coldly to the business agenda.
  • Don't 'dream' too much together or you'll lose time.
  • Don't leave decisions hanging in the air.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't manipulate or bully into agreeing.