Team Insights

Life’s Food Cornelius Team

Updated November 3, 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

DeQuan McBride

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.
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.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 DeQuan McBride:

  • Be certain that the information you have is credible.
  • Offer input on how to make the ideas become reality.
  • Provide testimonials from people seen as important and prominent.
  • Make an organized appeal for support and contributions.
  • Do your homework because that will be critical to the success of the conversation or meeting.
  • Ask for input regarding people and specific assignments.
  • Be certain to emphasize next action steps.

Things to avoid to effectively communicate with DeQuan McBride:

  • 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 dogmatic.
  • Don't whine about all of the work you have to do.
  • Don't rush the issues or the decision-making process until you have buy-in.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't talk down to anyone.

Kiona Johnson

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.
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.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Kiona Johnson:

  • Be certain to emphasize next action-steps.
  • Provide assurances about input and decisions.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide logical and practical evidence.
  • Be candid, open, and patient.
  • Assure others that there won't be surprises.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.

Things to avoid to effectively communicate with Kiona Johnson:

  • Don't leave things up in the air, or to work out by chance.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't leave the idea or plan without backup support.
  • Avoid being overly task-oriented.
  • Don't use quick manipulations of ideas.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't stick too rigidly to the agenda.

Lauren Borel

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
LowEconomic A team player and may put others' needs before self.
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 Lauren Borel:

  • If you disagree, take issue with the facts, not the person.
  • Persuade by referring to objectives and results.
  • Stick to business, let Lauren decide if she wants to talk socially.
  • Ask specific questions, preferably focusing on 'what' and 'how' issues to draw out her opinions.
  • Appeal to how Lauren will benefit or be assisted in this transaction.
  • Provide details of the problem or issue in writing.
  • Provide specifics about probability of success or effectiveness of options.

Things to avoid to effectively communicate with Lauren Borel:

  • Don't threaten with position power.
  • Don't manipulate or bully her into agreeing.
  • Don't come with a ready-made decision, and don't make it for her.
  • Don't over-direct or command.
  • Don't let disagreement reflect on her personally.
  • Leave things open for interpretation.
  • Don't be demanding or domineering.

Morgan Cox

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
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 Morgan Cox:

  • Provide clear, specific solutions, and support your position.
  • Assure others that there won't be surprises.
  • Be certain to remember to provide specific action steps and details for all involved.
  • 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 the information you have is credible.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Morgan Cox:

  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't be disorganized or sloppy.
  • Don't threaten with position or power.
  • Don't use unreliable evidence or testimonials.
  • Don't manipulate or bully others into agreeing.
  • Don't be vague or ambiguous.

Samuel Bassett

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Samuel Bassett:

  • Use a thoughtful and logical approach to discussing ideas and options.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Join in and talk positively about people and their goals.
  • If you disagree with the direction, make an organized presentation of your position.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Do your homework because that will be critical to the success of the conversation or meeting.

Things to avoid to effectively communicate with Samuel Bassett:

  • Leave things up in the air, or to work out by chance.
  • Don't leave decisions hanging in the air.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't use quick manipulations of ideas.
  • Don't be unrealistic with deadlines.
  • Don't use unreliable evidence or testimonials.
  • Don't rush the issues or the decision-making process until you have buy-in.