Team Insights

Life’s Food Concord Team

Updated April 7, 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

Aaron Cantrell

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

Things to do to effectively communicate with Aaron Cantrell:

  • If you say you're going to do something, do it.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Take your time to be precise and thorough.
  • Provide clear, specific solutions, and support your position.
  • List pros and cons to suggestions you make.
  • Present your ideas and opinions in a nonthreatening way.

Things to avoid to effectively communicate with Aaron Cantrell:

  • Don't use someone else's opinions as evidence.
  • Don't push too hard.
  • Don't leave the idea or plan without backup support.
  • Don't manipulate or bully others into agreeing.
  • Don't use unreliable evidence or testimonials.
  • 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.

Oliver Perkins

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.
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.
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 Oliver Perkins:

  • 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.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Do your homework, because others will have already done their share of it.
  • Provide logical and practical evidence.
  • If you say you're going to do something, do it.
  • Be certain to remember to provide specific action steps and details for all involved.

Things to avoid to effectively communicate with Oliver Perkins:

  • Don't use unreliable evidence or testimonials.
  • Don't push too hard.
  • Don't offer promises you can't keep.
  • Don't threaten with position or power.
  • Don't stick too rigidly to the agenda.
  • Don't be domineering or demanding.
  • Don't be disorganized or sloppy.

Rachelle Moffitt

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender control.
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.
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 Rachelle Moffitt:

  • Outline individual tasks and responsibilities in writing.
  • Ask for her input regarding people and specific assignments.
  • Plan to talk about things that support dreams, and goals.
  • Provide assurances about her input and decisions.
  • Provide testimonials from people she sees as important and prominent.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Rachelle Moffitt:

  • Don't be vague or ambiguous.
  • Avoid being overly task-oriented.
  • Don't legislate.
  • Don't offer assurances and guarantees you can't fulfill.
  • If you disagree, don't let it reflect on her personally and don't let it affect the relationship.
  • Don't be curt, cold, or tight-lipped.
  • Don't rush into business or the agenda; provide some time to break the ice.