Team Insights

Trane Technologies Finance Team Building -3-22-2022

Updated March 2, 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

Andy Kelso

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
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 Andy Kelso:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Keep on task with the business agenda.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Be prepared to handle some objections.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Provide logical and practical evidence.
  • Take your time, be precise and thorough.

Things to avoid to effectively communicate with Andy Kelso:

  • Don't provide special personal incentives.
  • Don't make decisions for others.
  • Avoid rambling discussion and wasting time.
  • Don't be unrealistic with deadlines.
  • Don't leave things up in the air, or to work out by chance.
  • Don't whine about all of the work you have to do.
  • Don't push too hard.

Beth Elwell

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.
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.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Beth Elwell:

  • Present your ideas and opinions in a nonthreatening way.
  • Be certain to follow though on your part of the project.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be candid, open, and patient.
  • Provide assurances about input and decisions.
  • Assure others that there won't be unexpected surprises.
  • If you disagree with the direction, make an organized presentation of your position.

Things to avoid to effectively communicate with Beth Elwell:

  • Don't make decisions for others.
  • Don't use someone else's opinions as evidence.
  • Don't be vague or ambiguous.
  • Don't be vague about what's expected.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't rush the issues or the decision-making process.
  • Don't push too hard.

Chris Kuehn

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 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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Chris Kuehn:

  • Persuade by referring to objectives and results.
  • Appeal to how Chris will benefit or be assisted in this transaction.
  • Be clear, specific, brief, and to the point.
  • Stick to business, let Chris decide if he wants to talk socially.
  • Present your case logically and be efficient.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.
  • Draw out personal goals and find areas of common interest and involvement.

Things to avoid to effectively communicate with Chris Kuehn:

  • Don't threaten with position power.
  • Don't manipulate or bully him into agreeing.
  • Be disorganized.
  • Leave things open for interpretation.
  • Don't ask rhetorical questions, or useless ones.
  • Don't come with a ready-made decision, and don't make it for him.
  • Don't let disagreement reflect on him personally.

Heather Howlett

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.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
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 Heather Howlett:

  • Plan to talk about things that support dreams, and goals.
  • Outline individual tasks and responsibilities in writing.
  • Show sincere interest in her as a person.
  • Put the details in writing, but don't plan on discussing them too much.
  • Be casual and informal with gestures and body language.
  • Provide assurances about her input and decisions.
  • Use her own words to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Heather Howlett:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't leave the idea or plan without backup support.
  • Don't stick coldly to the business agenda.
  • Don't manipulate or bully her into agreeing.
  • Don't force her to agree quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be curt, cold, or tight-lipped.

Jeffrey Rhodes

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

Things to do to effectively communicate with Jeffrey Rhodes:

  • Be prepared to handle some objections.
  • Be efficient: Hit the major points first.
  • Be specific about what needs to be done and who is going to do it.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.
  • Be clear in your explanations.
  • Make an organized appeal for support and contributions to the project.

Things to avoid to effectively communicate with Jeffrey Rhodes:

  • Don't be disorganized or confused.
  • Avoid wild speculations without factual support.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't direct or order.
  • Don't be careless or haphazard.
  • Don't be casual, informal, or loud.
  • Don't use someone else's opinions as evidence, provide only hard facts and data.

Jonathan Lyons

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

Things to do to effectively communicate with Jonathan Lyons:

  • Use his own words to direct you back to the topic or issue at hand.
  • Ask 'what' oriented questions that close the issue or topics.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Offer input on how to make the ideas become reality.
  • Provide testimonials from people he sees as important and prominent.
  • Be prepared to handle some objections.
  • Be efficient: Hit the major points first.

Things to avoid to effectively communicate with Jonathan Lyons:

  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • When disagreeing, don't let it reflect on him personally.
  • Don't make decisions for him.
  • 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 sloppy or disorganized.
  • Don't direct or order.
  • Don't 'dream' too much with him or you'll lose time.

Kimberly Jude

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.
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.
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 Kimberly Jude:

  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • 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.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be clear in your explanations.
  • Plan to talk about things that support dreams and goals.
  • Motivate and persuade by referring to objectives and expected results.
  • Provide immediate incentives for willingness to help on the project.

Things to avoid to effectively communicate with Kimberly Jude:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't leave decisions hanging in the air.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't stick too rigidly to the agenda.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid getting bogged down in facts, figures, or abstractions.

Kumar Paul

DISC Style

Values/Drivers

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

  • Be prepared to handle some objections.
  • Provide options for Kumar to express his opinions and make some of the decisions.
  • Plan some extra time in your schedule for talking, relating, and socializing, but let him take the lead, and don't be surprised if the socializing ends abruptly.
  • When agreeing, support the ideas and potential results, not the person.
  • Motivate and persuade Kumar by referring to objectives and expected results.
  • Offer input on how to make the ideas become reality.
  • Use his own words to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Kumar Paul:

  • Don't stick too rigidly to the agenda. Let him lead the way to more social conversation.
  • Don't be sloppy or disorganized.
  • Don't direct or order.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • Don't talk down to him.
  • Avoid leaving loopholes or vague issues hanging in the air.

MICHELLE SHAIL

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.
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.
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.
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 SHAIL:

  • If you say you're going to do something, do it.
  • Plan to talk about things that support dreams, and goals.
  • Provide testimonials from people she sees as important and prominent.
  • Provide clear, specific solutions, and support your position.
  • Put the details in writing, but don't plan on discussing them too much.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Ask 'how' oriented questions to draw her opinions.

Things to avoid to effectively communicate with MICHELLE SHAIL:

  • Don't be curt, cold, or tight-lipped.
  • Avoid being overly task-oriented.
  • Don't patronize or demean her by using incentives or subtlety.
  • Don't stick coldly to the business agenda.
  • Don't be vague or ambiguous.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't threaten with position or power.

Mark Majocha

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.
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.
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 Mark Majocha:

  • Be efficient: Hit the major points first.
  • Be certain that the information you have is credible.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Provide logical and practical evidence.
  • Provide time to verify the issues and potential outcomes.
  • Be clear in your explanations.
  • Motivate and persuade by referring to objectives and expected results.

Things to avoid to effectively communicate with Mark Majocha:

  • Don't be careless or haphazard.
  • Don't be disorganized or confused.
  • When disagreeing, don't let it reflect on others personally.
  • Don't leave things up in the air, or to work out by chance.
  • Don't rush the issues or the decision-making process.
  • Don't direct or order.
  • Don't be casual, informal, or loud.

Pepper Triplet

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.
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.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Pepper Triplet:

  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.
  • Motivate and persuade by referring to objectives and expected results.
  • List pros and cons to suggestions you make.
  • Stick to business matters only.
  • Be efficient: Hit the major points first.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Pepper Triplet:

  • Don't rush the issues or the decision-making process.
  • Don't use unreliable evidence or testimonials.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't be vague about what's expected of either of you.
  • Avoid rambling discussion and wasting time.
  • Don't be unrealistic with deadlines.
  • Don't be casual, informal, or loud.

Richard Daudelin

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.
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.
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 Richard Daudelin:

  • Allow time to verify the issues and potential outcomes.
  • Do your homework because that will be critical to the success of the conversation or meeting.
  • Ask for input regarding people and specific assignments.
  • Make an organized appeal for support and contributions.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Join in and talk positively about people and their goals.

Things to avoid to effectively communicate with Richard Daudelin:

  • Leave things up in the air, or to work out by chance.
  • Don't be vague about what's expected of either of you.
  • Don't use quick manipulations of ideas.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't leave decisions hanging in the air.
  • Don't talk down to anyone.
  • Don't whine about all of the work you have to do.

Serdar Bilgic

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.
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.
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.
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 Serdar Bilgic:

  • Use his own words to direct you back to the topic or issue at hand.
  • Plan some extra time in your schedule for talking, relating, and socializing, but let him take the lead, and don't be surprised if the socializing ends abruptly.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Ask 'what' oriented questions that close the issue or topics.
  • Plan to talk about things that support his dreams and goals.
  • Offer input on how to make the ideas become reality.
  • Be prepared to handle some objections.

Things to avoid to effectively communicate with Serdar Bilgic:

  • Don't stick too rigidly to the agenda. Let him lead the way to more social conversation.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't make decisions for him.
  • Don't forget or lose things necessary for the meeting or project.
  • When disagreeing, don't let it reflect on him personally.
  • Don't 'dream' too much with him or you'll lose time.
  • Avoid asking rhetorical questions, or useless ones.

TROY KINGSTON

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.
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 TROY KINGSTON:

  • List pros and cons to suggestions you make.
  • Ask for input regarding people and specific assignments.
  • If you disagree with the direction, make an organized presentation of your position.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with TROY KINGSTON:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Avoid being overly task-oriented.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't use unreliable evidence or testimonials.
  • 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.

jacqueline ho

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
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 jacqueline ho:

  • Motivate and persuade by referring to objectives and expected results.
  • Do your homework, be prepared, don't fake it if you don't know an answer.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Make an organized appeal for support and contributions to the project.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • When agreeing, support the ideas and potential results, not the person.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with jacqueline ho:

  • Don't forget or lose things necessary for the meeting or project.
  • Don't be vague about what's expected of either of you.
  • Don't whine about all of the work you have to do.
  • Don't make decisions for others.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be unrealistic with deadlines.
  • Avoid making guarantees and assurances when there is a risk in meeting them.

zachary nagle

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

Things to do to effectively communicate with zachary nagle:

  • Be prepared to handle some objections.
  • Be efficient: Hit the major points first.
  • When agreeing, support the ideas and potential results, not the person.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Ask for input regarding people and specific assignments.
  • Plan to talk about things that support dreams and goals.

Things to avoid to effectively communicate with zachary nagle:

  • Avoid wild speculations without factual support.
  • Don't stick too rigidly to the agenda.
  • Avoid rambling discussion and wasting time.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't make decisions for anyone.
  • Don't confuse or distract from the business issues at hand.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.