Team Insights

Life’s Food District Managers Team

Updated November 23, 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

Ashton Walker

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.
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.
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 Ashton Walker:

  • If you say you're going to do something, do it.
  • List pros and cons to suggestions you make.
  • Do your homework, because others will have already done their share of it.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide testimonials from people seen as important and prominent.

Things to avoid to effectively communicate with Ashton Walker:

  • Don't be domineering or demanding.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.
  • Don't legislate.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Avoid being impersonal or judgmental.
  • Don't whine about all of the work you have to do.

Colby Hendrix

DISC Style

Values/Drivers

Very LowAesthetic Not into artistic expression, or achieving balance and harmony in life. All about the utilitarian, bottom-line results.
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.
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.
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 Colby Hendrix:

  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Be candid, open, and patient.
  • Ask for input regarding people and specific assignments.
  • Be certain to emphasize next action-steps.
  • Provide clear, specific solutions, and support your position.
  • Find some areas of common interest and involvement.
  • Join in with some name-dropping, talk positively about people and their goals.

Things to avoid to effectively communicate with Colby Hendrix:

  • Don't stick coldly to the business agenda.
  • Don't threaten with position or power.
  • Avoid being overly task-oriented.
  • Don't talk down to anyone.
  • Don't leave the idea or plan without backup support.
  • Don't be domineering or demanding.
  • Don't leave decisions hanging in the air.

Kimberly White

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

Things to do to effectively communicate with Kimberly White:

  • Be certain to emphasize next action-steps.
  • Outline individual tasks and responsibilities in writing.
  • Be casual and informal with gestures and body language.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Use her own words to direct you back to the topic or issue at hand.
  • Find some areas of common interest and involvement.

Things to avoid to effectively communicate with Kimberly White:

  • Don't offer assurances and guarantees you can't fulfill.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • If you disagree, don't let it reflect on her personally and don't let it affect the relationship.
  • Avoid being overly task-oriented.
  • Don't manipulate or bully her into agreeing.
  • Don't be curt, cold, or tight-lipped.
  • Don't leave the idea or plan without backup support.

Luke Handelsman

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.
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.
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 Luke Handelsman:

  • Be certain to emphasize next action-steps.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • If you say you're going to do something, do it.
  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Luke Handelsman:

  • Don't leave things up in the air, or to work out by chance.
  • Avoid being overly task-oriented.
  • Don't push too hard.
  • Don't be domineering or demanding.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't be unrealistic with deadlines.
  • Don't be vague or ambiguous.