Team Insights

Life’s Food Accounting Department

Updated December 8, 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

Anna Clement

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

Things to do to effectively communicate with Anna Clement:

  • Allow time to verify the issues and potential outcomes.
  • Assure others that there won't be surprises.
  • Be certain that the information you have is credible.
  • Provide logical and practical evidence.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide testimonials from people seen as important and prominent.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Anna Clement:

  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't manipulate or bully others into agreeing.
  • Don't stick too rigidly to the agenda.
  • Don't legislate.
  • Don't whine about all of the work you have to do.
  • Don't be vague or ambiguous.

Betty Larrabee

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
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.
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.
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 Betty Larrabee:

  • Join in with some name-dropping, talk positively about people and their goals.
  • Get to the point quickly and don't ramble.
  • Provide options for Betty to express her opinions and make some of the decisions.
  • Provide immediate incentives for her willingness to help on the project. Ask for her opinions.
  • Be certain to emphasize next action steps.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Free-up enough to be engaging, stimulating, and fast-paced.

Things to avoid to effectively communicate with Betty Larrabee:

  • Don't come in with a ready-made decision, unless you are ready to discuss a variety of options and accept changes.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't direct or order.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Avoid being overly task-oriented.
  • When agreeing, don't reinforce with "I'm with you, Betty."

Jamie Taylor

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.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
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 Jamie Taylor:

  • Assure them that there won't be surprises.
  • If you disagree with the direction, make an organized presentation of your position.
  • Keep on task with the business agenda.
  • Approach issues in a straightforward, direct and factual way.
  • Provide time to verify the issues and potential outcomes.
  • Take your time, be precise and thorough.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Jamie Taylor:

  • Don't be careless or haphazard.
  • Don't use someone else's opinions as evidence.
  • Don't rush the issues or the decision-making process.
  • Don't be vague about what's expected of either of you.
  • Don't use quick manipulations of ideas.
  • Don't whine about all of the work you have to do.
  • Don't provide special personal incentives.

Randy Bauer

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.
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.
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 Randy Bauer:

  • Assure others that there won't be surprises.
  • Ask for input regarding people and specific assignments.
  • Break the ice with a brief personal comment.
  • Be certain to remember to provide specific action steps and details for all involved.
  • List pros and cons to suggestions you make.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide assurances about input and decisions.

Things to avoid to effectively communicate with Randy Bauer:

  • Don't offer promises you can't keep.
  • Don't rush the issues or the decision-making process.
  • Don't use unreliable evidence or testimonials.
  • Don't be vague about what's expected.
  • Don't manipulate or bully others into agreeing.
  • 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.