Team Insights

Collins Interiors Global Trade

Updated February 28, 2022

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

Jessica Todd

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

  • Provide testimonials from people seen as important and prominent.
  • Ask for input regarding people and specific assignments.
  • Provide immediate incentives for willingness to help on the project.
  • Provide options for others to express their opinions and make some of the decisions.
  • 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.
  • Be specific about what needs to be done and who is going to do it.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Jessica Todd:

  • Don't make decisions for anyone.
  • Don't 'dream' too much or you'll lose time.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't legislate or dictate goals or activities.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't stick too rigidly to the agenda.
  • Avoid making guarantees and assurances when there is a risk in meeting them.

Kelley Mercer

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.
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.
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.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Kelley Mercer:

  • Do your homework because that will be critical to the success of the conversation or meeting.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • If you disagree with the direction, make an organized presentation of your position.
  • Plan to talk about things that support dreams and goals.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Plan some extra time in your schedule for talking, relating, and socializing.

Things to avoid to effectively communicate with Kelley Mercer:

  • Don't use someone else's opinions as evidence.
  • Don't be unrealistic with deadlines.
  • Don't use unreliable evidence or testimonials.
  • Don't talk down to anyone.
  • Don't rush the issues or the decision-making process until you have buy-in.
  • Avoid being impersonal or judgmental.
  • Don't fail to follow through. If you say you're going to do something, do it.

Kelly Lauritzen

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.
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.
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 Kelly Lauritzen:

  • Be prepared to handle some objections.
  • Provide options for you to express your opinions and make some of the decisions.
  • Ask for input regarding people and specific assignments.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Put the details in writing, but don't plan on discussing them too much.
  • 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.

Things to avoid to effectively communicate with Kelly Lauritzen:

  • Don't stick too rigidly to the agenda.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid being impersonal or judgmental.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Avoid wild speculations without factual support.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Avoid leaving loopholes or vague issues hanging in the air.

Mary Clark

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

  • 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.
  • Be specific about what needs to be done and who is going to do it.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • When agreeing, support the ideas and potential results, not the person.
  • Be prepared to handle some objections.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Mary Clark:

  • Avoid rambling discussion and wasting time.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be casual, informal, or loud.
  • Avoid trying to build friendships and personal relationships.
  • Don't leave things up in the air, or to work out by chance.
  • Avoid leaving loopholes or vague issues hanging in the air.

Molly Purcell

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.
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.
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 Molly Purcell:

  • Present your ideas and opinions in a non-threatening way.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain that the information you have is credible.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Molly Purcell:

  • Don't use someone else's opinions as evidence.
  • Don't use quick manipulations of ideas.
  • Don't be domineering or demanding.
  • Don't leave the idea or plan without backup support.
  • Don't use unreliable evidence or testimonials.
  • Don't be unrealistic with deadlines.
  • Don't be vague or ambiguous.

TJ Adcock

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.
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 TJ Adcock:

  • Be certain to emphasize next action-steps.
  • Find some areas of common interest and involvement.
  • Provide immediate incentives for willingness to help on the project.
  • Be candid, open, and patient.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Offer input on how to make the ideas become reality.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with TJ Adcock:

  • Don't talk down to anyone.
  • Don't be domineering or demanding.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't threaten with position or power.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't 'dream' too much together or you'll lose time.
  • Don't leave the idea or plan without backup support.