Team Insights

Life’s Food Huntersville 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

Ashley Ward

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 HighEconomic Very competitive and bottom-line oriented.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Ashley Ward:

  • Provide assurances about her input and decisions.
  • Ask for her input regarding people and specific assignments.
  • Present your ideas and opinions in a non-threatening way.
  • ashley will follow through on her part; you be certain to follow through on your part.
  • Offer input on how to make the ideas become reality.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Ask 'how' oriented questions to draw her opinions.

Things to avoid to effectively communicate with Ashley Ward:

  • Don't offer assurances and guarantees you can't fulfill.
  • Avoid being overly task-oriented.
  • Don't threaten with position or power.
  • Don't leave the idea or plan without backup support.
  • Avoid being impersonal or judgmental.
  • Don't 'dream' too much with her or you'll lose time.
  • Don't manipulate or bully her into agreeing.

Deon Jones

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.
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.
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 Deon Jones:

  • Be casual and informal with gestures and body language.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Ask for input regarding people and specific assignments.
  • Present your ideas and opinions in a non-threatening way.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Plan to talk about things that support dreams and goals.
  • Offer input on how to make the ideas become reality.

Things to avoid to effectively communicate with Deon Jones:

  • Don't be rude, abrupt in your delivery.
  • Avoid being impersonal or judgmental.
  • Avoid being overly task-oriented.
  • Don't manipulate or bully into agreeing.
  • Don't leave decisions hanging in the air.
  • Don't legislate or issue edicts.
  • Don't 'dream' too much together or you'll lose time.

Henderieka Gray

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.
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.
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 Henderieka Gray:

  • Present your ideas and opinions in a nonthreatening way.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Find some areas of common interest and involvement.
  • Take your time to be precise and thorough.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide assurances about input and decisions.
  • Observe for possible areas of disagreement as some may not be verbal about them.

Things to avoid to effectively communicate with Henderieka Gray:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be vague or ambiguous.
  • Don't rush the issues or the decision-making process.
  • Don't manipulate or bully others into agreeing.
  • Don't whine about all of the work you have to do.
  • Don't use unreliable evidence or testimonials.
  • Don't leave things up in the air, or to work out by chance.

Tyler Remeikas

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.
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.
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 Tyler Remeikas:

  • Ask for input regarding people and specific assignments.
  • Provide immediate incentives for willingness to help on the project.
  • Don't get off the track and talk about other issues or items.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • 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.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be clear in your explanations.

Things to avoid to effectively communicate with Tyler Remeikas:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't stick too rigidly to the agenda.
  • Avoid rambling discussion and wasting time.
  • Don't leave decisions hanging in the air.
  • Avoid wild speculations without factual support.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Don't confuse or distract from the business issues at hand.