Team Insights

American Safety Team Communication Workshop – June 1, 2021

Updated June 1, 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

Anna Uren

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
Very LowEconomic May try to help meet customers' needs (internal and external) before their own.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
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 Anna Uren:

  • List pros and cons to suggestions you make.
  • If you say you're going to do something, do it.
  • Present your ideas and opinions in a non-threatening way.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Provide assurances about input and decisions.
  • Outline individual tasks and responsibilities in writing.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Anna Uren:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be domineering or demanding.
  • Don't be unrealistic with deadlines.
  • Don't use unreliable evidence or testimonials.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Avoid being overly task-oriented.

Cassandra Estelle

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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Cassandra Estelle:

  • Provide testimonials from people seen as important and prominent.
  • Make an organized appeal for support and contributions.
  • Do your homework, because others will have already done their share of it.
  • If you say you're going to do something, do it.
  • Be certain that the information you have is credible.
  • Outline individual tasks and responsibilities in writing.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Cassandra Estelle:

  • Don't whine about all of the work you have to do.
  • Don't offer assurances and guarantees you can't fulfill.
  • 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.
  • Don't manipulate or bully others into agreeing.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be disorganized or sloppy.

Ellen Musser

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.
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.
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 Ellen Musser:

  • Approach issues in a straightforward, direct and factual way.
  • Keep on task with the business agenda.
  • Make an organized appeal for support and contributions.
  • Find some areas of common interest and involvement.
  • Break the ice with a brief personal comment.
  • Outline individual tasks and responsibilities in writing.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Ellen Musser:

  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't push too hard.
  • Don't manipulate or bully others into agreeing.
  • Don't rush the issues or the decision-making process.
  • Don't be disorganized or sloppy.
  • Don't be careless or haphazard.
  • Don't whine about all of the work you have to do.

Jason Thompson

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Jason Thompson:

  • 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.
  • Provide immediate incentives for willingness to help on the project.
  • Present your ideas and opinions in a non-threatening way.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Jason Thompson:

  • 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 rush into business or the agenda; provide some time to break the ice.
  • Don't manipulate or bully into agreeing.
  • Don't be vague or ambiguous.
  • Don't leave decisions hanging in the air.
  • Don't offer assurances and guarantees you can't fulfill.

Jeffery Potts

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.
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 Jeffery Potts:

  • Offer input on how to make the ideas become reality.
  • Do your homework, because others will have already done their share of it.
  • List pros and cons to suggestions you make.
  • Outline individual tasks and responsibilities in writing.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Break the ice with a brief personal comment.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Jeffery Potts:

  • Don't be vague about what's expected.
  • Don't be domineering or demanding.
  • Don't manipulate or bully others into agreeing.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't push too hard.
  • Don't use someone else's opinions as evidence.
  • Don't rush the issues or the decision-making process.

Laura Kinney

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

Things to do to effectively communicate with Laura Kinney:

  • Be prepared to handle some objections.
  • Get to the point quickly and don't ramble.
  • Be specific about what needs to be done and who is going to do it.
  • Provide immediate incentives for willingness to help on the project.
  • Motivate and persuade by referring to objectives and expected results.
  • 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.
  • When disagreeing, take issue with the methods or procedures, not with the person.

Things to avoid to effectively communicate with Laura Kinney:

  • Avoid wild speculations without factual support.
  • Don't confuse or distract from the business issues at hand.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't stick too rigidly to the agenda.
  • Don't be short-tempered, cold, or tight-lipped.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • When disagreeing, don't let it reflect on anyone personally.