Team Insights

Inspirato Real Estate Leaders

Updated February 21, 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

Alex Roth

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.
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 Alex Roth:

  • Be prepared to handle some objections.
  • Be clear in your explanations.
  • Offer input on how to make the ideas become reality.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Plan to talk about things that support dreams and goals.
  • Ask for input regarding people and specific assignments.
  • Put the details in writing, but don't plan on discussing them too much.

Things to avoid to effectively communicate with Alex Roth:

  • Avoid rambling discussion and wasting time.
  • When disagreeing, don't let it reflect on anyone personally.
  • Don't make decisions for anyone.
  • Don't 'dream' too much with the team or you'll lose time.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't confuse or distract from the business issues at hand.
  • Don't direct or order.

Brandon Cassagnol

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

Things to do to effectively communicate with Brandon Cassagnol:

  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Be candid, open, and patient.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Ask 'how' oriented questions to draw his opinions.
  • Find some areas of common interest and involvement.
  • Provide testimonials from people he sees as important and prominent.

Things to avoid to effectively communicate with Brandon Cassagnol:

  • Don't stick too rigidly to the agenda.
  • Don't be curt, cold, or tight-lipped.
  • Don't be domineering or demanding.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't manipulate or bully him into agreeing.
  • Don't force him to agree quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't talk down to him.

Ellen Benecke

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

Things to do to effectively communicate with Ellen Benecke:

  • Provide testimonials from people seen as important and prominent.
  • Ask for input regarding people and specific assignments.
  • Be candid, open, and patient.
  • Find some areas of common interest and involvement.
  • Put the details in writing, but don't plan on discussing them too much.
  • Present your ideas and opinions in a non-threatening way.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Ellen Benecke:

  • 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 threaten with position or power.
  • Don't be domineering or demanding.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't manipulate or bully into agreeing.
  • Don't 'dream' too much together or you'll lose time.

John Lee

DISC Style

Things to do to effectively communicate with John Lee:

  • Be certain to remember to provide specific action steps and details for all involved.
  • Provide assurances about input and decisions.
  • Assure others that there won't be surprises.
  • Provide testimonials from people seen as important and prominent.
  • If you disagree with the direction, make an organized presentation of your position.
  • Do your homework, because others will have already done their share of it.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with John Lee:

  • Don't be disorganized or sloppy.
  • 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 whine about all of the work you have to do.
  • 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 domineering or demanding.
  • Don't push too hard.

Taylor Badger

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

Things to do to effectively communicate with Taylor Badger:

  • Show sincere interest.
  • Outline individual tasks and responsibilities in writing.
  • Provide assurances about input and decisions.
  • Observe for possible areas of disagreement as they may not verbalize them.
  • Find some areas of common interest and involvement.
  • If you say you're going to do something, do it.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Taylor Badger:

  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't be vague or ambiguous.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't manipulate or bully others into agreeing.
  • Don't stick coldly onto the business agenda.
  • Don't make decisions for others.
  • Don't be rude, abrupt, or too fast-paced in your delivery.