Team Insights

YPO

Updated March 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

Erik Crane

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.
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.
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 Erik Crane:

  • Provide testimonials from people seen as important and prominent.
  • Put the details in writing, but don't plan on discussing them too much.
  • Be candid, open, and patient.
  • Break the ice with a brief personal comment.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Free-up enough to be engaging and optimistic in your conversations.
  • Be certain to emphasize next action-steps.

Things to avoid to effectively communicate with Erik Crane:

  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't threaten with position or power.
  • 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 stick coldly to the business agenda.
  • Don't stick too rigidly to the agenda.
  • Don't talk down to anyone.

Jamie Sivils

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.
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.
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 Jamie Sivils:

  • Ask 'what' oriented questions that close the issue or topics.
  • Plan to talk about things that support dreams and goals.
  • When agreeing, support the ideas and potential results, not the person.
  • Provide testimonials from people seen as important and prominent.
  • Put the details in writing, but don't plan on discussing them too much.
  • Ask for input regarding people and specific assignments.
  • Be prepared to handle some objections.

Things to avoid to effectively communicate with Jamie Sivils:

  • Avoid rambling discussion and wasting time.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't talk down to anyone.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't stick too rigidly to the agenda.
  • Avoid leaving loopholes or vague issues hanging in the air.

Jesse Ahearn

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.
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 Jesse Ahearn:

  • Make assurances that there won't be surprises.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Motivate and persuade by referring to objectives and expected results.
  • If you disagree with the direction, make an organized presentation of your position.
  • Be specific about what needs to be done and who is going to do it.
  • Take your time, be precise and thorough.
  • 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 Jesse Ahearn:

  • Don't confuse or distract from the business issues at hand.
  • Don't be disorganized or confused.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't direct or order.
  • Avoid wild speculations without factual support.
  • Don't push too hard.
  • Don't be casual, informal, or loud.

John Griesemer

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.
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.
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 John Griesemer:

  • Motivate and persuade yourself by referring to objectives and expected results.
  • Use your own words to direct you back to the topic or issue at hand.
  • Ask for your input regarding people and specific assignments.
  • Offer input on how to make the ideas become reality.
  • Plan to talk about things that support your dreams and goals.
  • Be prepared to handle some objections.
  • When agreeing, support the ideas and potential results, not the person.

Things to avoid to effectively communicate with John Griesemer:

  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't stick too rigidly to the agenda. Let John lead the way to more social conversation.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Avoid wild speculations without factual support.
  • When agreeing, don't reinforce with "I'm with you, John."

anonymous anonymous

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.
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.
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 anonymous anonymous:

  • Be efficient: Hit the major points first.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Provide testimonials from people you see as important and prominent.
  • 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 immediate incentives for your willingness to help on the project. Ask for your opinions.
  • Be certain to conclude the communication with agreed upon action steps for all involved.
  • Ask for your input regarding people and specific assignments.

Things to avoid to effectively communicate with anonymous anonymous:

  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't stick too rigidly to the agenda. Let anonymous lead the way to more social conversation.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't make decisions for anonymous.
  • When disagreeing, don't let it reflect on anonymous personally.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't direct or order.

gary leonard

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.
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.
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 gary leonard:

  • Provide clear, specific solutions, and support your position.
  • Break the ice with a brief personal comment.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Put the details in writing, but don't plan on discussing them too much.
  • Find some areas of common interest and involvement.
  • Be certain to emphasize next action-steps.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.

Things to avoid to effectively communicate with gary leonard:

  • Don't leave the idea or plan without backup support.
  • 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 stick coldly to the business agenda.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be domineering or demanding.
  • Don't talk down to anyone.
  • Avoid being impersonal or judgmental.

matt miller

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.
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.
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 matt miller:

  • Make assurances that there won't be surprises.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Present your items in a logical way.
  • List pros and cons to suggestions you make.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Use a thoughtful and logical approach to discussing ideas and options.

Things to avoid to effectively communicate with matt miller:

  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't be unrealistic with deadlines.
  • Don't make decisions for others.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't be careless or haphazard.
  • Don't direct or order.