Team Insights

The Engaged Leader – American Safety – January 2020-October 2020

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

Christine Harrison

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.
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 Christine Harrison:

  • Provide clear, specific solutions, and support your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Outline individual tasks and responsibilities in writing.
  • 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.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Christine Harrison:

  • Don't leave the idea or plan without backup support.
  • 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 rush the issues or the decision-making process.
  • Don't push too hard.
  • Don't use unreliable evidence or testimonials.
  • Don't stick too rigidly to the agenda.

Dan McGonegle

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.
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 Dan McGonegle:

  • 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.
  • Provide immediate incentives for willingness to help on the project.
  • Motivate and persuade by referring to objectives and expected results.
  • Ask 'what' oriented questions that close the issue or topics.
  • Be efficient: Hit the major points first.
  • Provide options for you to express your opinions and make some of the decisions.

Things to avoid to effectively communicate with Dan McGonegle:

  • When disagreeing, don't let it reflect on anyone personally.
  • Don't direct or order.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't make decisions for anyone.
  • Don't stick too rigidly to the agenda.

Derrick Huckleberry

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.
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 Derrick Huckleberry:

  • 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 specific about what needs to be done and who is going to do it.
  • Be clear in your explanations.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Get to the point quickly and don't ramble.

Things to avoid to effectively communicate with Derrick Huckleberry:

  • Avoid being impersonal or judgmental.
  • 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.
  • Avoid rambling discussion and wasting time.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't leave decisions hanging in the air.

Jay Huie

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.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
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 Jay Huie:

  • Make an organized appeal for support and contributions.
  • Assure them that there won't be surprises.
  • Approach issues in a straightforward, direct and factual way.
  • List pros and cons to suggestions you make.
  • Provide time to verify the issues and potential outcomes.
  • Be certain that the information you have is credible.
  • Prepare your case in advance; prepare for difficult questions and challenges.

Things to avoid to effectively communicate with Jay Huie:

  • Don't provide special personal incentives.
  • Don't be careless or haphazard.
  • Don't rush the issues or the decision-making process.
  • Leave things up in the air, or to work out by chance.
  • Don't use quick manipulations of ideas.
  • Don't be vague about what's expected of either of you.
  • Don't be casual, informal, or loud.

John Comly

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

Things to do to effectively communicate with John Comly:

  • Be clear in your explanations.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Get to the point quickly and don't ramble.
  • Be specific about what needs to be done and who is going to do it.
  • When agreeing, support the ideas and potential results, not the person.
  • Motivate and persuade by referring to objectives and expected results.

Things to avoid to effectively communicate with John Comly:

  • Avoid leaving loopholes or vague issues hanging in the air.
  • When disagreeing, don't let it reflect on anyone personally.
  • Don't stick too rigidly to the agenda.
  • Don't direct or order.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Avoid rambling discussion and wasting time.

Lauren O'Shea

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.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
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 Lauren O'Shea:

  • Ask for input regarding people and specific assignments.
  • Assure others that there won't be surprises.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide testimonials from people seen as important and prominent.
  • Be candid, open, and patient.
  • Provide assurances about input and decisions.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Lauren O'Shea:

  • Don't rush the issues or the decision-making process.
  • Don't offer assurances and guarantees you can't fulfill.
  • Avoid being impersonal or judgmental.
  • Don't whine about all of the work you have to do.
  • Don't use quick manipulations of ideas.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Avoid being overly task-oriented.

Rob Gallardo

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.
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 Gallardo:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide assurances about input and decisions.
  • Ask 'how' oriented questions to draw opinions.
  • Approach issues in a straightforward, direct and factual way.
  • Be candid, open, and patient.
  • Find some areas of common interest and involvement.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Rob Gallardo:

  • Don't leave the idea or plan without backup support.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't force agreement quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't confuse or distract from the business issues at hand.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be vague or ambiguous.