Team Insights

American Safety – Blueberry Team

Updated April 27, 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

Brittany Murphy

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 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.
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 Brittany Murphy:

  • Provide logical and practical evidence.
  • Make an organized appeal for support and contributions.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • If you disagree with the direction, make an organized presentation of your position.
  • Allow time to verify the issues and potential outcomes.
  • Ask for input regarding people and specific assignments.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Brittany Murphy:

  • Don't stick too rigidly to the agenda.
  • Don't be vague or ambiguous.
  • Don't offer promises you can't keep.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't legislate.
  • Don't be vague about what's expected.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Douglas Blair

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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender 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.
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 Douglas Blair:

  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Be candid, open, and patient.
  • List pros and cons to suggestions you make.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide time to verify the issues and potential outcomes.
  • If you say you're going to do something, do it.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Douglas Blair:

  • 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 be domineering or demanding.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't offer promises you can't keep.
  • Don't use someone else's opinions as evidence.
  • Don't whine about all of the work you have to do.

Geoff Grow

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
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 Geoff Grow:

  • Offer input on how to make the ideas become reality.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide testimonials from people seen as important and prominent.
  • Outline individual tasks and responsibilities in writing.
  • Provide assurances about input and decisions.
  • Be candid, open, and patient.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Geoff Grow:

  • Don't be vague about what's expected.
  • Don't leave the idea or plan without backup support.
  • Don't whine about all of the work you have to do.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't use quick manipulations of ideas.
  • Don't offer promises you can't keep.

Ian Moser

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very HighEconomic Very competitive and bottom-line oriented.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
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 Ian Moser:

  • Keep on task with the business agenda.
  • Outline individual tasks and responsibilities in writing.
  • 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.
  • Provide clear, specific solutions, and support your position.
  • Approach issues in a straightforward, direct and factual way.
  • Ask 'how' oriented questions to explore opinions.

Things to avoid to effectively communicate with Ian Moser:

  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't whine about all of the work you have to do.
  • Don't use quick manipulations of ideas.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't use unreliable evidence or testimonials.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't fail to follow through. If you say you're going to do something, do it.

Joel Ayoub

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.
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.
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 Joel Ayoub:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Outline individual tasks and responsibilities in writing.
  • Be candid, open, and patient.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Assure others that there won't be unexpected surprises.
  • Find some areas of common interest and involvement.

Things to avoid to effectively communicate with Joel Ayoub:

  • Don't whine about all of the work you have to do.
  • Don't push too hard.
  • Don't be careless or haphazard.
  • Don't be vague about what's expected.
  • Don't be vague or ambiguous.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't rush the issues or the decision-making process.

Josh Fields

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.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender 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.
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 Josh Fields:

  • Use a thoughtful and logical approach to discussing ideas and options.
  • Be certain to follow though on your part of the project.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • List pros and cons to suggestions you make.
  • Break the ice with a brief personal comment.
  • Present your ideas and opinions in a nonthreatening way.

Things to avoid to effectively communicate with Josh Fields:

  • Don't force others to agree quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't use quick manipulations of ideas.
  • Don't make decisions for others.
  • Don't be unrealistic with deadlines.
  • Don't be domineering or demanding.
  • Don't be disorganized or sloppy.
  • Don't fail to follow through. If you say you're going to do something, do it.

Scott Serio

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.
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 Scott Serio:

  • Put the details in writing, but don't plan on discussing them too much.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Use his own words to direct you back to the topic or issue at hand.
  • Be efficient: Hit the major points first.
  • Motivate and persuade Scott by referring to objectives and expected results.
  • Ask 'what' oriented questions that close the issue or topics.
  • Plan to talk about things that support his dreams and goals.

Things to avoid to effectively communicate with Scott Serio:

  • Don't direct or order.
  • Don't 'dream' too much with him or you'll lose time.
  • 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 make decisions for him.
  • Avoid wild speculations without factual support.
  • When disagreeing, don't let it reflect on him personally.

Trenton Ultsh

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 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.
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 Trenton Ultsh:

  • Do your homework because that will be critical to the success of the conversation or meeting.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Plan to talk about things that support dreams and goals.
  • Be certain that the information you have is credible.
  • Join in and talk positively about people and their goals.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Trenton Ultsh:

  • Don't rush the issues or the decision-making process until you have buy-in.
  • Don't use unreliable evidence or testimonials.
  • Don't legislate.
  • 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 be short-tempered, cold, or tight-lipped.
  • Don't use someone else's opinions as evidence.