Team Insights

Collins Aerospace – ELT

Updated July 9, 2020

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

Brian Galovich

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.
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.
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 Brian Galovich:

  • Be certain to emphasize next action-steps.
  • Provide assurances about input and decisions.
  • Present your ideas and opinions in a non-threatening way.
  • If you disagree with the direction, make an organized presentation of your position.
  • List pros and cons to suggestions you make.
  • Break the ice with a brief personal comment.
  • Provide logical and practical evidence.

Things to avoid to effectively communicate with Brian Galovich:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • 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 be rude, abrupt, or too fast-paced in your delivery.
  • Don't use someone else's opinions as evidence.
  • Don't stick too rigidly to the agenda.

Christoph Feddersen

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.
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 Christoph Feddersen:

  • Be certain to emphasize next action steps.
  • 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.
  • Ask 'what' oriented questions that close the issue or topics.
  • Be efficient: Hit the major points first.
  • Be certain to conclude the communication with agreed upon action steps for all involved.
  • Plan to talk about things that support his dreams and goals.
  • Put the details in writing, but don't plan on discussing them too much.

Things to avoid to effectively communicate with Christoph Feddersen:

  • Avoid being overly task-oriented.
  • When disagreeing, don't let it reflect on him personally.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't be sloppy or disorganized.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • When agreeing, don't reinforce with "I'm with you, Christoph."
  • Don't direct or order.

David Nieuwsma

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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
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 David Nieuwsma:

  • Be certain to conclude the communication with agreed upon action steps for all involved.
  • Motivate and persuade David by referring to objectives and expected results.
  • Provide testimonials from people he sees as important and prominent.
  • Plan to talk about things that support his dreams and goals.
  • 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 input on how to make the ideas become reality.
  • Provide immediate incentives for his willingness to help on the project. Ask for his opinions.

Things to avoid to effectively communicate with David Nieuwsma:

  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • Don't talk down to him.
  • Don't make decisions for him.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Don't 'dream' too much with him or you'll lose time.

Gail Baker

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Gail Baker:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide clear, specific solutions, and support your position.
  • Observe for possible areas of disagreement as they may not verbalize them.
  • Be candid, open, and patient.
  • Be casual and informal with gestures and body language.
  • If you say you're going to do something, do it.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Gail Baker:

  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't offer promises you can't keep.
  • Don't manipulate or bully others into agreeing.
  • 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 patronize or demean others by using incentives or subtlety.
  • Don't make decisions for others.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.

Henry Broooks

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.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
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 Henry Broooks:

  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Be specific about what needs to be done and who is going to do it.
  • Be clear in your explanations.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Provide logical and practical evidence.

Things to avoid to effectively communicate with Henry Broooks:

  • Don't push too hard.
  • Don't be vague about what's expected of either of you.
  • Avoid trying to build friendships and personal relationships.
  • Avoid rambling discussion and wasting time.
  • Don't be disorganized or confused.
  • Don't make decisions for others.
  • Don't be unrealistic with deadlines.

Jeffrey Standerski

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.
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 Jeffrey Standerski:

  • Be candid, open, and patient.
  • Outline individual tasks and responsibilities in writing.
  • Put the details in writing, but don't plan on discussing them too much.
  • Use his own words to direct you back to the topic or issue at hand.
  • Ask 'how' oriented questions to draw his opinions.
  • Provide testimonials from people he sees as important and prominent.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Jeffrey Standerski:

  • Don't be domineering or demanding.
  • Don't be vague or ambiguous.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • If you disagree, don't let it reflect on him personally and don't let it affect the relationship.
  • Don't manipulate or bully him into agreeing.
  • Don't stick too rigidly to the agenda.
  • Don't offer promises you can't keep.

Kevin Myers

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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Kevin Myers:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Take your time, be precise and thorough.
  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Be efficient: Hit the major points first.
  • Provide logical and practical evidence.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.

Things to avoid to effectively communicate with Kevin Myers:

  • Don't whine about all of the work you have to do.
  • Don't provide special personal incentives.
  • Don't push too hard.
  • Avoid rambling discussion and wasting time.
  • Don't confuse or distract from the business issues at hand.
  • Don't be unrealistic with deadlines.
  • Don't make decisions for others.

Marc Duvall

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.
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.
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 Marc Duvall:

  • Provide options to express opinions and make some of the decisions.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Make an organized appeal for support and contributions to the project.
  • Be efficient: Hit the major points first.
  • Stick to business matters only.
  • List pros and cons to suggestions you make.
  • Three rules: Make it quick, make it engaging, and make for the door.

Things to avoid to effectively communicate with Marc Duvall:

  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't be vague about what's expected of either of you.
  • Don't leave things up in the air, or to work out by chance.
  • Don't confuse or distract from the business issues at hand.
  • Don't be sloppy or disorganized.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Avoid rambling discussion and wasting time.

Mauro Atalla

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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Mauro Atalla:

  • If you disagree with the direction, make an organized presentation of your position.
  • Provide options to express opinions and make some of the decisions.
  • Keep on task with the business agenda.
  • Three rules: Make it quick, make it engaging, and make for the door.
  • Ask 'what' oriented questions that close the issue or topics.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • If you agree with the outcome, follow through and do what you say you will do.

Things to avoid to effectively communicate with Mauro Atalla:

  • Don't use unreliable evidence or testimonials.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't rush the issues or the decision-making process.
  • Avoid rambling discussion and wasting time.
  • Avoid wild speculations without factual support.
  • Don't be vague about what's expected of either of you.
  • Don't be careless or haphazard.

Patrick Allen

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.
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.
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 Patrick Allen:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain to follow through.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be specific about what's needed to be done, and who is going to do it.
  • Provide assurances about input and decisions.
  • Ask 'how' oriented questions to draw opinions.
  • Be efficient: Hit the major points first.

Things to avoid to effectively communicate with Patrick Allen:

  • Don't offer promises you can't keep.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't offer assurances and guarantees you can't fulfill.
  • Avoid rambling discussion, and wasting time.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't forget or lose things necessary for the meeting or project.

Phil Jasper

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.
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.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
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 Phil Jasper:

  • Be candid, open, and patient.
  • Break the ice with a brief personal comment.
  • Approach issues in a straightforward, direct and factual way.
  • If you say you're going to do something, do it.
  • Ask 'how' oriented questions to explore opinions.
  • Do your homework, because others will have already done their share of it.
  • Provide logical and practical evidence to support your position.

Things to avoid to effectively communicate with Phil Jasper:

  • Don't be vague about what's expected.
  • Don't be disorganized or sloppy.
  • Don't push too hard.
  • Don't use someone else's opinions as evidence.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be unrealistic with deadlines.
  • Don't leave the idea or plan without backup support.

Samir Mehta

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.
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.
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 Samir Mehta:

  • Free-up enough to be engaging and optimistic in your conversations.
  • Put the details in writing, but don't plan on discussing them too much.
  • Provide testimonials from people seen as important and prominent.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Outline individual tasks and responsibilities in writing.
  • Provide immediate incentives for willingness to help on the project.

Things to avoid to effectively communicate with Samir Mehta:

  • Don't stick too rigidly to the agenda.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Avoid being impersonal or judgmental.
  • Don't stick coldly to the business agenda.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't rush into business or the agenda; provide some time to break the ice.

Shawna Angle

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

Things to do to effectively communicate with Shawna Angle:

  • Plan to talk about things that support dreams and goals.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Make an organized appeal for support and contributions.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Be certain that the information you have is credible.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Shawna Angle:

  • Don't legislate.
  • Don't use unreliable evidence or testimonials.
  • Don't whine about all of the work you have to do.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be vague about what's expected of either of you.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't rush the issues or the decision-making process until you have buy-in.

Stephen Timm

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

Things to do to effectively communicate with Stephen Timm:

  • Three rules: Make it quick, make it engaging, and make for the door.
  • Be specific about what needs to be done and who is going to do it.
  • Be efficient: Hit the major points first.
  • Present your items in a logical way.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • List pros and cons to suggestions you make.
  • 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.

Things to avoid to effectively communicate with Stephen Timm:

  • Avoid rambling discussion and wasting time.
  • Avoid trying to build friendships and personal relationships.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't confuse or distract from the business issues at hand.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Avoid wild speculations without factual support.

Steve France

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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
HighRegulatory Strong preference for following established systems or creating them if none present.
Very LowTheoretical Doesn't get bogged down in details and minutia.

Things to do to effectively communicate with Steve France:

  • Provide assurances about input and decisions.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • List pros and cons to suggestions you make.
  • If you disagree with the direction, make an organized presentation of your position.
  • Outline individual tasks and responsibilities in writing.
  • Provide clear, specific solutions, and support your position.
  • Ask 'how' oriented questions to explore opinions.

Things to avoid to effectively communicate with Steve France:

  • Don't be careless or haphazard.
  • Don't leave the idea or plan without backup support.
  • 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 offer promises you can't keep.
  • Don't use unreliable evidence or testimonials.
  • Don't whine about all of the work you have to do.
  • Don't fail to follow through. If you say you're going to do something, do it.

Tanya Hooper

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.
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 Tanya Hooper:

  • When agreeing, support the ideas and potential results, not the person.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Be prepared to handle some objections.
  • Motivate and persuade by referring to objectives and expected results.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Tanya Hooper:

  • Don't direct or order.
  • Don't make decisions for anyone.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't talk down to anyone.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid being impersonal or judgmental.

Tim White

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.
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 LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
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 Tim White:

  • Be candid, open, and patient.
  • If you disagree with the direction, make an organized presentation of your position.
  • Find some areas of common interest and involvement.
  • Get to the point quickly, and don't ramble.
  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.
  • Use a thoughtful and logical approach to discussing ideas and options.

Things to avoid to effectively communicate with Tim White:

  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't offer promises you can't keep.
  • Don't confuse or distract from the business issues at hand.
  • Avoid trying to build friendships and personal relationships.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't manipulate or bully into agreement.