Team Insights

GreerWalker

Updated September 24, 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

John Norman

DISC Style

Values/Drivers

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

  • Be prepared to handle some objections.
  • List pros and cons to suggestions you make.
  • Do your homework, be prepared, don't fake it if you don't know an answer.
  • Provide time to verify the issues and potential outcomes.
  • 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.
  • Present your items in a logical way.
  • If you agree with the outcome, follow through and do what you say you will do.

Things to avoid to effectively communicate with John Norman:

  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't direct or order.
  • Don't use someone else's opinions as evidence, provide only hard facts and data.
  • Avoid wild speculations without factual support.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't be careless or haphazard.

Jonathan Mangels

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.
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.
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 Jonathan Mangels:

  • Provide logical and practical evidence.
  • Provide assurances about input and decisions.
  • Assure others that there won't be surprises.
  • Be certain to emphasize next action-steps.
  • Outline individual tasks and responsibilities in writing.
  • Allow time to verify the issues and potential outcomes.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Jonathan Mangels:

  • Avoid being overly task-oriented.
  • 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.
  • Don't leave things up in the air, or to work out by chance.
  • 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 offer promises you can't keep.

Jonathan McLester

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.
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.
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 Jonathan McLester:

  • Present your ideas and opinions in a nonthreatening way.
  • Assure others that there won't be unexpected surprises.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide logical and practical evidence to support your position.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be certain that the information you have is credible.
  • Provide time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Jonathan McLester:

  • Don't be vague about what's expected.
  • Don't be vague or ambiguous.
  • Don't offer promises you can't keep.
  • Don't leave the idea or plan without backup support.
  • Don't be unrealistic with deadlines.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't make decisions for others.

Mindy Porter

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

Things to do to effectively communicate with Mindy Porter:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain to emphasize next action steps.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • 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.
  • List pros and cons to suggestions you make.
  • If you disagree with the direction, make an organized presentation of your position.

Things to avoid to effectively communicate with Mindy Porter:

  • Don't be unrealistic with deadlines.
  • Don't talk down to anyone.
  • Don't leave decisions hanging in the air.
  • Don't use unreliable evidence or testimonials.
  • Don't be vague about what's expected of either of you.
  • Leave things up in the air, or to work out by chance.
  • Don't use someone else's opinions as evidence.

Sloan Carper

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.
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.
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 Sloan Carper:

  • If you disagree with the direction, make an organized presentation of your position.
  • Be clear in your explanations.
  • Present your items in a logical way.
  • Keep on task with the business agenda.
  • Provide logical and practical evidence.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • 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 Sloan Carper:

  • Don't use unreliable evidence or testimonials.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be casual, informal, or loud.
  • Don't be unrealistic with deadlines.
  • Don't whine about all of the work you have to do.
  • Avoid asking rhetorical questions, or useless ones.