Team Insights

Flow Dry Technology Leadership Team

Updated June 17, 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

Andy Chang

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.
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 Andy Chang:

  • Be prepared to handle some objections.
  • Ask 'what' oriented questions that close the issue or topics.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Keep on task with the business agenda.
  • 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.
  • Provide logical and practical evidence.
  • Make an organized appeal for support and contributions to the project.

Things to avoid to effectively communicate with Andy Chang:

  • Avoid asking rhetorical questions, or useless ones.
  • Avoid wild speculations without factual support.
  • Don't make decisions for others.
  • Don't rush the issues or the decision-making process.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be unrealistic with deadlines.
  • Don't leave things up in the air, or to work out by chance.

Bartley Sakosky

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.
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 Bartley Sakosky:

  • 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.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Outline individual tasks and responsibilities in writing.
  • Find some areas of common interest and involvement.
  • Be casual and informal with gestures and body language.

Things to avoid to effectively communicate with Bartley Sakosky:

  • Don't stick coldly to the business agenda.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Avoid being impersonal or judgmental.
  • Don't leave decisions hanging in the air.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be domineering or demanding.
  • Don't be rude, abrupt in your delivery.

Calvin Bowman

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.
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.
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 Calvin Bowman:

  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Offer input on how to make the ideas become reality.
  • Be certain to conclude the communication with some agreed upon action steps for all involved.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Plan to talk about things that support dreams and goals.
  • Be clear in your explanations.
  • Be specific about what needs to be done and who is going to do it.

Things to avoid to effectively communicate with Calvin Bowman:

  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Don't confuse or distract from the business issues at hand.
  • Don't talk down to anyone.
  • Avoid asking rhetorical questions, or useless ones.
  • Avoid being overly task oriented.
  • Don't be aloof, cold, or seem disinterested.
  • Don't legislate or dictate goals or activities.

David Kress

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

Things to do to effectively communicate with David Kress:

  • Provide options for you to express your opinions and make some of the decisions.
  • When agreeing, support the ideas and potential results, not the person.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Provide immediate incentives for willingness to help on the project.
  • Be efficient: Hit the major points first.
  • Plan to talk about things that support dreams and goals.
  • Free-up enough to be engaging, stimulating, and fast-paced.

Things to avoid to effectively communicate with David Kress:

  • Don't make decisions for anyone.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't stick too rigidly to the agenda.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't 'dream' too much with the team or you'll lose time.

Doug Max

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.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
Very HighRegulatory Well disciplined, and follow standard operating protocol and traditional ways.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Doug Max:

  • 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.
  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.
  • Keep on task with the business agenda.
  • Make an organized appeal for support and contributions to the project.
  • Provide options to express opinions and make some of the decisions.
  • Prepare your case in advance; don't 'wing-it' using charm alone.

Things to avoid to effectively communicate with Doug Max:

  • When disagreeing, don't let it reflect on others personally.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't push too hard.
  • Don't rush the issues or the decision-making process.
  • Don't leave things up in the air, or to work out by chance.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't be disorganized or confused.

Gabriella Szilvasi

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.
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 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 Gabriella Szilvasi:

  • Present your ideas and opinions in a non-threatening way.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Provide immediate incentives for willingness to help on the project.
  • Ask for input regarding people and specific assignments.
  • Be casual and informal with gestures and body language.
  • Free-up enough to be engaging and optimistic in your conversations.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Gabriella Szilvasi:

  • Don't manipulate or bully into agreeing.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Avoid being overly task-oriented.
  • Don't be rude, abrupt in your delivery.
  • Don't stick too rigidly to the agenda.
  • Don't offer assurances and guarantees you can't fulfill.

Greg Nicoulin

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.
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 Greg Nicoulin:

  • 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.
  • Be prepared to handle some objections.
  • Be efficient: Hit the major points first.
  • Use his own words to direct you back to the topic or issue at hand.
  • Provide immediate incentives for his willingness to help on the project. Ask for his opinions.
  • Ask for his input regarding people and specific assignments.
  • Plan to talk about things that support his dreams and goals.

Things to avoid to effectively communicate with Greg Nicoulin:

  • When agreeing, don't reinforce with "I'm with you, Greg."
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't stick too rigidly to the agenda. Let him lead the way to more social conversation.
  • Don't talk down to him.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.

Jason Ward

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.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
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 Jason Ward:

  • Take your time, be precise and thorough.
  • When agreeing, support the ideas and potential results, not the person.
  • Make an organized appeal for support and contributions to the project.
  • Present your items in a logical way.
  • 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.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Keep on task with the business agenda.

Things to avoid to effectively communicate with Jason Ward:

  • Don't provide special personal incentives.
  • When disagreeing, don't let it reflect on others personally.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't be careless or haphazard.
  • Don't be casual, informal, or loud.

Maureen Patry

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.
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 Maureen Patry:

  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be certain to conclude the communication with some agreed upon action steps for all involved.
  • Offer input on how to make the ideas become reality.
  • Plan to talk about things that support dreams and goals.
  • Be certain to emphasize next action-steps.
  • Provide options for others to express their opinions and make some of the decisions.
  • Use the words of the discussion to direct you back to the topic or issue at hand.

Things to avoid to effectively communicate with Maureen Patry:

  • Avoid being impersonal or judgmental.
  • Don't talk down to anyone.
  • Don't stick too rigidly to the agenda.
  • Avoid being overly task oriented.
  • Don't confuse or distract from the business issues at hand.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't make decisions for anyone.

Mihaly Kovacs

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 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.
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 Mihaly Kovacs:

  • Present your ideas and opinions in a non-threatening way.
  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide clear, specific solutions, and support your position.
  • Do your homework.
  • Be candid, open, and patient.
  • Be prepared to handle some objections.

Things to avoid to effectively communicate with Mihaly Kovacs:

  • Avoid asking rhetorical questions, or useless ones.
  • Don't manipulate or bully into agreement.
  • Don't leave the idea or plan without backup support.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be sloppy or disorganized.

Open Liu

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
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.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Open Liu:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Outline individual tasks and responsibilities in writing.
  • Provide logical and practical evidence.
  • List pros and cons to suggestions you make.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Be candid, open, and patient.
  • Provide testimonials from people seen as important and prominent.

Things to avoid to effectively communicate with Open Liu:

  • Don't offer promises you can't keep.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Avoid being overly task-oriented.
  • Don't be vague or ambiguous.
  • Don't be disorganized or sloppy.
  • Don't use quick manipulations of ideas.
  • Don't whine about all of the work you have to do.

Pamela Walters

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

Things to do to effectively communicate with Pamela Walters:

  • Assure others that there won't be surprises.
  • Be certain to emphasize next action-steps.
  • Make an organized appeal for support and contributions.
  • Present your ideas and opinions in a non-threatening way.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Do your homework, because others will have already done their share of it.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Pamela Walters:

  • 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 be vague or ambiguous.
  • Don't be unrealistic with deadlines.
  • Don't be disorganized or sloppy.
  • Don't threaten with position or power.
  • Don't offer promises you can't keep.

Tim Shahan

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.
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 Tim Shahan:

  • Provide time to verify the issues and potential outcomes.
  • Make an organized appeal for support and contributions.
  • Find some areas of common interest and involvement.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Present your ideas and opinions in a nonthreatening way.
  • Keep on task with the business agenda.

Things to avoid to effectively communicate with Tim Shahan:

  • Don't make decisions for others.
  • Don't manipulate or bully others into agreeing.
  • Don't rush the issues or the decision-making process.
  • Don't push too hard.
  • 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 be vague about what's expected.
  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.