Team Insights

Spares and Repairs Leadership Team

Updated January 14, 2021

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

Doug Armstrong

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.
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.
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 Doug Armstrong:

  • List pros and cons to suggestions you make.
  • Outline individual tasks and responsibilities in writing.
  • If you disagree with the direction, make an organized presentation of your position.
  • Approach issues in a straightforward, direct and factual way.
  • Be certain to follow though on your part of the project.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Doug Armstrong:

  • Don't be domineering or demanding.
  • Don't be careless or haphazard.
  • Don't offer promises you can't keep.
  • Don't push too hard.
  • Don't use someone else's opinions as evidence.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't leave things up in the air, or to work out by chance.

Gary Nolan

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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
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 Gary Nolan:

  • Be certain to conclude the communication with agreed upon action steps for all involved.
  • 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.
  • Be certain to emphasize next action steps.
  • Ask for his input regarding people and specific assignments.
  • Provide testimonials from people he sees as important and prominent.
  • Ask 'what' oriented questions that close the issue or topics.
  • When disagreeing, take issue with the methods or procedures, not with the person.

Things to avoid to effectively communicate with Gary Nolan:

  • Avoid getting bogged down in facts, figures, or abstractions.
  • When disagreeing, don't let it reflect on him personally.
  • Avoid being overly task-oriented.
  • Don't direct or order.
  • Don't talk down to him.
  • Avoid wild speculations without factual support.
  • Avoid making guarantees and assurances when there is a risk in meeting them.

Gosia Lag

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.
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 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 Gosia Lag:

  • Ask 'what' oriented questions that close the issue or topics.
  • Provide options for Gosia to express her opinions and make some of the decisions.
  • Be certain to emphasize next action steps.
  • 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 her willingness to help on the project. Ask for her opinions.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Be certain to conclude the communication with agreed upon action steps for all involved.

Things to avoid to effectively communicate with Gosia Lag:

  • Avoid asking rhetorical questions, or useless ones.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid being overly task-oriented.
  • Avoid wild speculations without factual support.
  • Don't talk down to her.
  • Don't 'dream' too much with her or you'll lose time.
  • Don't direct or order.

Greg Dombek

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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Greg Dombek:

  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Ask 'what' oriented questions that close the issue or topics.
  • Be specific about what needs to be done and who is going to do it.
  • Plan to talk about things that support dreams and goals.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Provide testimonials from people seen as important and prominent.
  • Don't get off the track and talk about other issues or items.

Things to avoid to effectively communicate with Greg Dombek:

  • When disagreeing, don't let it reflect on anyone personally.
  • Don't make decisions for anyone.
  • Avoid rambling discussion and wasting time.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't talk down to anyone.
  • Don't 'dream' too much with the team or you'll lose time.
  • Don't forget or lose things necessary for the meeting or project.

Jamie French

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.
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.
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 Jamie French:

  • Provide logical and practical evidence.
  • Assure others that there won't be surprises.
  • Be certain that the information you have is credible.
  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain to remember to provide specific action steps and details for all involved.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Jamie French:

  • Don't stick too rigidly to the agenda.
  • Don't offer promises you can't keep.
  • Don't manipulate or bully others into agreeing.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Avoid being impersonal or judgmental.
  • Don't be disorganized or sloppy.
  • Don't be domineering or demanding.

Jason Hill

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.
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.
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.
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 Jason Hill:

  • Do your homework, because others will have already done their share of it.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Allow time to verify the issues and potential outcomes.
  • Provide logical and practical evidence.
  • Be candid, open, and patient.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Jason Hill:

  • Don't threaten with position or power.
  • Don't push too hard.
  • Don't use unreliable evidence or testimonials.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't stick too rigidly to the agenda.
  • Don't use quick manipulations of ideas.
  • Don't leave the idea or plan without backup support.

Keith Delderfield

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.
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.
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 Keith Delderfield:

  • Be certain that the information you have is credible.
  • Be clear in your explanations.
  • Ask 'what' oriented questions that close the issue or topics.
  • Get to the point quickly and don't ramble.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Make an organized appeal for support and contributions to the project.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Keith Delderfield:

  • Don't rush the issues or the decision-making process.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid wild speculations without factual support.
  • Avoid trying to build friendships and personal relationships.
  • Don't be unrealistic with deadlines.
  • Don't leave things up in the air, or to work out by chance.
  • Don't fail to follow through. If you say you're going to do something, do it.

Matthew Hague

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.
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.
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 Matthew Hague:

  • Keep on task with the business agenda.
  • Be specific about what needs to be done and who is going to do it.
  • Provide logical and practical evidence.
  • Make assurances that there won't be surprises.
  • Be clear in your explanations.
  • Provide options to express opinions and make some of the decisions.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Matthew Hague:

  • Don't be casual, informal, or loud.
  • Avoid rambling discussion and wasting time.
  • Don't push too hard.
  • Don't provide special personal incentives.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't be disorganized or confused.

Peter Poehailos

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.
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 Peter Poehailos:

  • Outline individual tasks and responsibilities in writing.
  • Provide logical and practical evidence.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide clear, specific solutions, and support your position.
  • Be candid, open, and patient.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Peter Poehailos:

  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't stick too rigidly to the agenda.
  • Don't whine about all of the work you have to do.
  • Don't offer promises you can't keep.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't use quick manipulations of ideas.
  • Avoid being overly task-oriented.

Rafael Ramos

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.
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.
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 Rafael Ramos:

  • Break the ice with a brief personal comment.
  • Make an organized appeal for support and contributions.
  • Provide logical and practical evidence to support your position.
  • If you disagree with the direction, make an organized presentation of your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Ask 'how' oriented questions to explore opinions.
  • Approach issues in a straightforward, direct and factual way.

Things to avoid to effectively communicate with Rafael Ramos:

  • Don't be disorganized or sloppy.
  • Don't be domineering or demanding.
  • Don't leave the idea or plan without backup support.
  • Don't offer promises you can't keep.
  • Don't be vague or ambiguous.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't push too hard.

Rob Anderson

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.
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.
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 Rob Anderson:

  • Make an organized appeal for support and contributions.
  • Assure others that there won't be surprises.
  • Be certain that the information you have is credible.
  • Provide testimonials from people seen as important and prominent.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide assurances about input and decisions.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Rob Anderson:

  • Don't be vague or ambiguous.
  • Don't offer promises you can't keep.
  • Don't manipulate or bully others into agreeing.
  • Don't whine about all of the work you have to do.
  • Don't push too hard.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be domineering or demanding.

Sarah Perkins

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 LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
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 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 Sarah Perkins:

  • Offer input on how to make the ideas become reality.
  • Ask for input regarding people and specific assignments.
  • Free-up enough to be engaging and optimistic in your conversations.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Sarah Perkins:

  • Don't 'dream' too much together or you'll lose time.
  • Avoid being overly task-oriented.
  • Don't stick too rigidly to the agenda.
  • Don't stick coldly to the business agenda.
  • Don't be vague or ambiguous.
  • Don't be short-tempered, cold, or tight-lipped.
  • 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.

Tye Van Haren

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.
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.
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 Tye Van Haren:

  • Provide assurances about input and decisions.
  • Do your homework, because others will have already done their share of it.
  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide clear, specific solutions, and support your position.
  • Be certain that the information you have is credible.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Tye Van Haren:

  • Don't use unreliable evidence or testimonials.
  • Don't be unrealistic with deadlines.
  • Don't be domineering or demanding.
  • Don't make decisions for others.
  • Don't use someone else's opinions as evidence.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be vague or ambiguous.