Team Insights

American Safety Team – Derrick Huckleberry

Updated July 2, 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

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.

Gwendolyn Yuen

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.
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.
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 Gwendolyn Yuen:

  • Be certain to remember to provide specific action steps and details for all involved.
  • Make an organized appeal for support and contributions.
  • Be candid, open, and patient.
  • Break the ice with a brief personal comment.
  • Provide logical and practical evidence.
  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Gwendolyn Yuen:

  • Don't be disorganized or sloppy.
  • Don't be vague or ambiguous.
  • Don't use quick manipulations of ideas.
  • Don't use someone else's opinions as evidence.
  • Don't stick too rigidly to the agenda.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Avoid being overly task-oriented.

Jennifer Huckleberry

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

Things to do to effectively communicate with Jennifer Huckleberry:

  • Be certain to follow though on your part of the project.
  • Provide time to verify the issues and potential outcomes.
  • If you agree with the outcome, follow through and do what you say you will do.
  • If you disagree with the direction, make an organized presentation of your position.
  • List pros and cons to suggestions you make.
  • Provide clear, specific solutions, and support your position.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Jennifer Huckleberry:

  • Don't use quick manipulations of ideas.
  • Don't make decisions for others.
  • Don't be vague or ambiguous.
  • Don't offer assurances and guarantees you can't fulfill.
  • 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 unreliable evidence or testimonials.
  • Don't use someone else's opinions as evidence.

Kara Ulgenalp

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 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.
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 Kara Ulgenalp:

  • Provide testimonials from people seen as important and prominent.
  • Get to the point quickly and don't ramble.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Ask 'what' oriented questions that close the issue or topics.
  • Be certain to emphasize next action-steps.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Don't get off the track and talk about other issues or items.

Things to avoid to effectively communicate with Kara Ulgenalp:

  • Don't talk down to anyone.
  • Don't confuse or distract from the business issues at hand.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't 'dream' too much with the team or you'll lose time.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Avoid rambling discussion and wasting time.

Katherine McCormick

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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Katherine McCormick:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide testimonials from people seen as important and prominent.
  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • 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.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Katherine McCormick:

  • Don't leave the idea or plan without backup support.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Avoid being impersonal or judgmental.
  • Don't be vague about what's expected.
  • Don't offer promises you can't keep.
  • Don't fail to follow through. If you say you're going to do something, do it.

Keith Timian

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.
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.
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 Keith Timian:

  • Keep on task with the business agenda.
  • Be clear in your explanations.
  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Make an organized appeal for support and contributions to the project.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide logical and practical evidence.

Things to avoid to effectively communicate with Keith Timian:

  • Don't rush the issues or the decision-making process.
  • Avoid trying to build friendships and personal relationships.
  • Don't push too hard.
  • Don't make decisions for others.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be unrealistic with deadlines.
  • Don't use someone else's opinions as evidence, provide only hard facts and data.

Leslie Johnston

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

Things to do to effectively communicate with Leslie Johnston:

  • Provide clear, specific solutions, and support your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Break the ice with a brief personal comment.
  • Present your ideas and opinions in a non-threatening way.
  • Be candid, open, and patient.
  • If you disagree with the direction, make an organized presentation of your position.
  • Assure others that there won't be surprises.

Things to avoid to effectively communicate with Leslie Johnston:

  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't leave the idea or plan without backup support.
  • Don't use someone else's opinions as evidence.
  • Don't be unrealistic with deadlines.
  • Don't use quick manipulations of ideas.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't offer assurances and guarantees you can't fulfill.

Melanie Villafana

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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Melanie Villafana:

  • Find some areas of common interest and involvement.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide time to verify the issues and potential outcomes.
  • Be certain to follow though on your part of the project.
  • Outline individual tasks and responsibilities in writing.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Melanie Villafana:

  • Don't rush the issues or the decision-making process.
  • Don't whine about all of the work you have to do.
  • Don't offer promises you can't keep.
  • Don't use quick manipulations of ideas.
  • Don't be careless or haphazard.
  • Don't make decisions for others.
  • Don't push too hard.

Sarah Salgado

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

Things to do to effectively communicate with Sarah Salgado:

  • If you agree with the outcome, follow through and do what you say you will do.
  • Ask for input regarding people and specific assignments.
  • Assure others that there won't be surprises.
  • If you say you're going to do something, do it.
  • Do your homework, because others will have already done their share of it.
  • Provide testimonials from people seen as important and prominent.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Sarah Salgado:

  • Don't legislate.
  • Don't rush the issues or the decision-making process.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't threaten with position or power.
  • Don't whine about all of the work you have to do.
  • Don't be vague about what's expected.