Team Insights

Life’s Food Hickory 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

Daniel Carrancho

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.
HighIndividualistic Has no problem standing up for your own rights and may impart this energy into others as well.
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.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Daniel Carrancho:

  • Offer input on how to make the ideas become reality.
  • Plan to talk about things that support dreams and goals.
  • Do your homework and be prepared with goals, objectives, support materials, etc., but don't plan on using all of them. Have the material with you as support.
  • Be certain to conclude the communication with some agreed upon action steps for all involved.
  • Be specific about what needs to be done and who is going to do it.
  • Use the words of the discussion to direct you back to the topic or issue at hand.
  • Provide testimonials from people seen as important and prominent.

Things to avoid to effectively communicate with Daniel Carrancho:

  • Don't stick too rigidly to the agenda.
  • Avoid being overly task oriented.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't be dogmatic or authoritarian.
  • Don't legislate or dictate goals or activities.
  • Don't make decisions for anyone.
  • Avoid wild speculations without factual support.

Hailey Parsons

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.
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 Hailey Parsons:

  • Provide clear, specific solutions, and support your position.
  • Allow time to verify the issues and potential outcomes.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be candid, open, and patient.
  • Provide logical and practical evidence.
  • Be certain to remember to provide specific action steps and details for all involved.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Hailey Parsons:

  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid being overly task-oriented.
  • Don't use quick manipulations of ideas.
  • Don't stick too rigidly to the agenda.
  • Don't be disorganized or sloppy.
  • Don't be domineering or demanding.

Kayla Miller

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 LowEconomic May try to help meet customers' needs (internal and external) before their own.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Kayla Miller:

  • List pros and cons to suggestions you make.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Ask for input regarding people and specific assignments.
  • Offer input on how to make the ideas become reality.
  • Be certain that the information you have is credible.
  • Use a thoughtful and logical approach to discussing ideas and options.
  • Do your homework because that will be critical to the success of the conversation or meeting.

Things to avoid to effectively communicate with Kayla Miller:

  • Leave things up in the air, or to work out by chance.
  • Don't be unrealistic with deadlines.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid being impersonal or judgmental.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • 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.

Landon Mitchell

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 LowEconomic May try to help meet customers' needs (internal and external) before their own.
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.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Landon Mitchell:

  • Do your homework because that will be critical to the success of the conversation or meeting.
  • Plan to talk about things that support dreams and goals.
  • Allow time to verify the issues and potential outcomes.
  • Provide testimonials from people seen as important and prominent.
  • Be certain to emphasize next action steps.
  • If you disagree with the direction, make an organized presentation of your position.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.

Things to avoid to effectively communicate with Landon Mitchell:

  • Don't rush the issues or the decision-making process until you have buy-in.
  • Don't legislate.
  • Don't use quick manipulations of ideas.
  • Don't be vague about what's expected of either of you.
  • Avoid being impersonal or judgmental.
  • Don't be unrealistic with deadlines.
  • Don't leave decisions hanging in the air.

Logan  Durham

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 HighIndividualistic Demonstrates high independence and project self-confidence.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Logan  Durham:

  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Put the details in writing, but don't plan on discussing them too much.
  • Motivate and persuade by referring to objectives and expected results.
  • Be specific about what needs to be done and who is going to do it.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Offer input on how to make the ideas become reality.
  • Be efficient: Hit the major points first.

Things to avoid to effectively communicate with Logan  Durham:

  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't be short-tempered, cold, or tight-lipped.
  • Avoid rambling discussion and wasting time.
  • Don't make decisions for anyone.
  • Avoid being impersonal or judgmental.
  • Avoid leaving loopholes or vague issues hanging in the air.