Team Insights

Institute Success Team

Updated February 25, 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

Andy Painter

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

Things to do to effectively communicate with Andy Painter:

  • Outline individual tasks and responsibilities in writing.
  • Provide clear, specific solutions, and support your position.
  • Provide logical and practical evidence to support your position.
  • Find some areas of common interest and involvement.
  • If you disagree with the direction, make an organized presentation of your position.
  • Take your time to be precise and thorough.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Andy Painter:

  • Don't use unreliable evidence or testimonials.
  • Don't use someone else's opinions as evidence.
  • Don't whine about all of the work you have to do.
  • 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 manipulate or bully others into agreeing.
  • Don't make decisions for others.
  • Don't be vague about what's expected.

Christine Kinney

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 HighEconomic Very competitive and bottom-line oriented.
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.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
Very LowTheoretical Doesn't get bogged down in details and minutia.

Things to do to effectively communicate with Christine Kinney:

  • Provide logical and practical evidence.
  • List pros and cons to suggestions you make.
  • Provide clear, specific solutions, and support your position.
  • Offer input on how to make the ideas become reality.
  • Be certain to emphasize next action-steps.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Christine Kinney:

  • Don't stick too rigidly to the agenda.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't be vague about what's expected.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Avoid being impersonal or judgmental.
  • Don't be vague or ambiguous.

Elena Jennings

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

Things to do to effectively communicate with Elena Jennings:

  • 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.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Allow time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with Elena Jennings:

  • Don't leave the idea or plan without backup support.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't legislate.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Avoid being overly task-oriented.
  • Don't use someone else's opinions as evidence.

Harvey Smith

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.
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.
HighRegulatory Strong preference for following established systems or creating them if none present.
Very LowTheoretical Doesn't get bogged down in details and minutia.

Things to do to effectively communicate with Harvey Smith:

  • Be certain to remember to provide specific action steps and details for all involved.
  • Outline individual tasks and responsibilities in writing.
  • Do your homework, because others will have already done their share of it.
  • Assure others that there won't be surprises.
  • Provide clear, specific solutions, and support your position.
  • 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 Harvey Smith:

  • 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 threaten with position or power.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't be domineering or demanding.
  • Don't be rude, abrupt, or too fast-paced in your delivery.

Shay Prosser

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.
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 Shay Prosser:

  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Be specific about what needs to be done and who is going to do it.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Provide immediate incentives for willingness to help on the project.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Shay Prosser:

  • Avoid wild speculations without factual support.
  • Avoid being impersonal or judgmental.
  • Don't confuse or distract from the business issues at hand.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't leave decisions hanging in the air.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't direct or order.