Team Insights

Emporos

Updated August 11, 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

Assaf Weinberg

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

Things to do to effectively communicate with Assaf Weinberg:

  • Be certain to emphasize next action-steps.
  • Offer input on how to make the ideas become reality.
  • Provide options for you to express your opinions and make some of the decisions.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Ask 'what' oriented questions that close the issue or topics.
  • Be efficient: Hit the major points first.
  • When agreeing, support the ideas and potential results, not the person.

Things to avoid to effectively communicate with Assaf Weinberg:

  • Don't 'dream' too much with the team or you'll lose time.
  • Avoid being impersonal or judgmental.
  • Don't make decisions for anyone.
  • Don't talk down to anyone.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't direct or order.

Brian Austin

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.
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.
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 Austin:

  • Make an organized appeal for support and contributions.
  • Allow time to verify the issues and potential outcomes.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Outline individual tasks and responsibilities in writing.
  • If you say you're going to do something, do it.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Brian Austin:

  • Don't be vague or ambiguous.
  • Avoid being impersonal or judgmental.
  • Don't use unreliable evidence or testimonials.
  • Don't leave the idea or plan without backup support.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be domineering or demanding.
  • Don't be rude, abrupt, or too fast-paced in your delivery.

Chris Wooten

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.
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 Chris Wooten:

  • Provide testimonials from people he sees as important and prominent.
  • Provide options for Chris to express his opinions and make some of the decisions.
  • Offer input on how to make the ideas become reality.
  • Use his own words to direct you back to the topic or issue at hand.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Be specific about what's needed to be done, and who is going to do it.
  • Be prepared to handle some objections.

Things to avoid to effectively communicate with Chris Wooten:

  • Don't 'dream' too much with him or you'll lose time.
  • Avoid wild speculations without factual support.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Don't stick too rigidly to the agenda. Let him lead the way to more social conversation.
  • When disagreeing, don't let it reflect on him personally.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid leaving loopholes or vague issues hanging in the air.

Dino Crnalic

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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 Dino Crnalic:

  • If you agree with the outcome, follow through and do what you say you will do.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Find some areas of common interest and involvement.
  • Approach issues in a straightforward, direct and factual way.
  • Keep on task with the business agenda.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Present your ideas and opinions in a nonthreatening way.

Things to avoid to effectively communicate with Dino Crnalic:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't push too hard.
  • Don't rush the issues or the decision-making process.
  • Don't be unrealistic with deadlines.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't leave the idea or plan without backup support.
  • Don't be vague about what's expected.

Eric Kristensen

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

Things to do to effectively communicate with Eric Kristensen:

  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Make an organized appeal for support and contributions.
  • Provide clear, specific solutions, and support your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Ask 'how' oriented questions to explore opinions.
  • Provide logical and practical evidence to support your position.
  • Be certain that the information you have is credible.

Things to avoid to effectively communicate with Eric Kristensen:

  • Don't push too hard.
  • Don't be domineering or demanding.
  • Don't use unreliable evidence or testimonials.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't leave the idea or plan without backup support.
  • Don't rush into business or the agenda; provide some time to break the ice.

JAMES COURTNEY

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

Things to do to effectively communicate with JAMES COURTNEY:

  • Provide time to verify the issues and potential outcomes.
  • Make an organized appeal for support and contributions to the project.
  • Stick to business matters only.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide options to express opinions and make some of the decisions.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with JAMES COURTNEY:

  • Don't use someone else's opinions as evidence, provide only hard facts and data.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be sloppy or disorganized.
  • Don't whine about all of the work you have to do.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't make decisions for others.
  • Don't be disorganized or confused.

Jennifer Schmidt

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.
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.
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 Schmidt:

  • Use a thoughtful and logical approach to discussing ideas and options.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Offer input on how to make the ideas become reality.
  • Allow time to verify the issues and potential outcomes.
  • Be certain to emphasize next action steps.
  • Join in and talk positively about people and their goals.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Jennifer Schmidt:

  • Leave things up in the air, or to work out by chance.
  • Don't legislate.
  • Avoid being impersonal or judgmental.
  • Don't use quick manipulations of ideas.
  • Don't talk down to anyone.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't fail to follow through. If you say you're going to do something, do it.

Melissa Andrew

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.
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.
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 Melissa Andrew:

  • Do your homework, because others will have already done their share of it.
  • Provide time to verify the issues and potential outcomes.
  • Break the ice with a brief personal comment.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Outline individual tasks and responsibilities in writing.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Melissa Andrew:

  • Don't use quick manipulations of ideas.
  • Don't offer promises you can't keep.
  • Don't be disorganized or sloppy.
  • Don't make decisions for others.
  • Don't push too hard.
  • Don't be careless or haphazard.
  • Don't be vague or ambiguous.

Peter James

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
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.
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 Peter James:

  • Provide testimonials from people seen as important and prominent.
  • Plan to talk about things that support dreams and goals.
  • Ask for input regarding people and specific assignments.
  • Be certain to emphasize next action-steps.
  • Offer input on how to make the ideas become reality.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Peter James:

  • Avoid wild speculations without factual support.
  • Avoid being impersonal or judgmental.
  • Don't be dogmatic or authoritarian.
  • Don't confuse or distract from the business issues at hand.
  • Don't stick too rigidly to the agenda.
  • Avoid being overly task oriented.
  • Don't be aloof, cold, or seem disinterested.

Tom Behrens

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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender 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 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 Tom Behrens:

  • If you agree, support mutual results and successes.
  • Draw out personal goals and find areas of common interest and involvement.
  • Support the results, not the person, if you agree.
  • Stick to business, let Tom decide if he wants to talk socially.
  • Be clear, specific, brief, and to the point.
  • Begin with a brief but personal comment or icebreaker.
  • Present your case logically and be efficient.

Things to avoid to effectively communicate with Tom Behrens:

  • Don't threaten with position power.
  • Don't make promises you can't keep.
  • Be disorganized.
  • Don't come with a ready-made decision, and don't make it for him.
  • Don't let disagreement reflect on him personally.
  • Don't pretend to be an expert if you are not.
  • Don't over-direct or command.

Tony Patti

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.
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 Tony Patti:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Ask 'how' oriented questions to explore opinions.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Assure others that there won't be unexpected surprises.
  • Present your ideas and opinions in a nonthreatening way.
  • Outline individual tasks and responsibilities in writing.
  • Approach issues in a straightforward, direct and factual way.

Things to avoid to effectively communicate with Tony Patti:

  • Don't be vague or ambiguous.
  • 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 be rude, abrupt, or too fast-paced in your delivery.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be careless or haphazard.
  • Don't push too hard.

Zak Asaad

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.
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 Zak Asaad:

  • Provide clear, specific solutions, and support your position.
  • Take your time to be precise and thorough.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Find some areas of common interest and involvement.
  • Keep on task with the business agenda.
  • Provide assurances about input and decisions.

Things to avoid to effectively communicate with Zak Asaad:

  • Don't use unreliable evidence or testimonials.
  • Don't manipulate or bully others into agreeing.
  • Don't push too hard.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be disorganized or sloppy.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't use someone else's opinions as evidence.