Team Insights

Team Wal-Mart

Updated April 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

David Lewis

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

Things to do to effectively communicate with David Lewis:

  • Ask 'what' oriented questions that close the issue or topics.
  • 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.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Be prepared to handle some objections.
  • Be specific about what needs to be done and who is going to do it.
  • When agreeing, support the ideas and potential results, not the person.

Things to avoid to effectively communicate with David Lewis:

  • Don't forget or lose things necessary for the meeting or project.
  • Don't stick too rigidly to the agenda.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid being impersonal or judgmental.
  • Don't direct or order.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid wild speculations without factual support.

Dong Phansiri

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender 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.
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 Dong Phansiri :

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide logical and practical evidence.
  • Be clear in your explanations.
  • Do your homework, be prepared, don't fake it if you don't know an answer.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be efficient: Hit the major points first.

Things to avoid to effectively communicate with Dong Phansiri :

  • Don't make decisions for others.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't leave things up in the air, or to work out by chance.
  • Avoid rambling discussion and wasting time.
  • Don't rush the issues or the decision-making process.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.

Joseph Hiner

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

  • Provide testimonials from people seen as important and prominent.
  • If you say you're going to do something, do it.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide assurances about input and decisions.
  • Allow time to verify the issues and potential outcomes.
  • Assure others that there won't be surprises.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Joseph Hiner:

  • Avoid being overly task-oriented.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be disorganized or sloppy.
  • Don't legislate.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't rush the issues or the decision-making process.
  • Don't stick too rigidly to the agenda.

Lisa Amsden

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.
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.
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 Lisa Amsden:

  • Be certain to emphasize next action-steps.
  • Present your ideas and opinions in a non-threatening way.
  • Assure others that there won't be surprises.
  • Provide clear, specific solutions, and support your position.
  • Be certain that the information you have is credible.
  • Break the ice with a brief personal comment.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Lisa Amsden:

  • Don't threaten with position or power.
  • Don't use someone else's opinions as evidence.
  • Avoid being impersonal or judgmental.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't leave things up in the air, or to work out by chance.
  • 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.

Michael Nickason

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
Very LowEconomic May try to help meet customers' needs (internal and external) before their own.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Michael Nickason:

  • Ask for input regarding people and specific assignments.
  • Be certain to emphasize next action-steps.
  • If you say you're going to do something, do it.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Present your ideas and opinions in a non-threatening way.

Things to avoid to effectively communicate with Michael Nickason:

  • 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 be domineering or demanding.
  • Don't whine about all of the work you have to do.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Avoid being impersonal or judgmental.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.

Steve Phanaphay

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.
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 LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Steve Phanaphay :

  • Provide logical and practical evidence.
  • Be certain to emphasize next action-steps.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Assure others that there won't be surprises.
  • Be certain that the information you have is credible.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Steve Phanaphay :

  • Don't be disorganized or sloppy.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't use unreliable evidence or testimonials.
  • Don't offer promises you can't keep.
  • 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.

Willie Vance

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.
HighEconomic High drive for economic gain helps provide motivation through long projects and assignments.
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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Willie Vance :

  • Offer input on how to make the ideas become reality.
  • Provide assurances about input and decisions.
  • Provide clear, specific solutions, and support your position.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Provide logical and practical evidence.
  • Make an organized appeal for support and contributions.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Willie Vance :

  • Don't use someone else's opinions as evidence.
  • Don't use quick manipulations of ideas.
  • Don't be vague about what's expected.
  • Don't be unrealistic with deadlines.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't use unreliable evidence or testimonials.
  • Don't legislate.