Team Insights

Major Digital Team

Updated March 2, 2022

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

Andy Whittaker

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.
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.
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 Andy Whittaker:

  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Be certain to follow though on your part of the project.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide time to verify the issues and potential outcomes.
  • Provide assurances about input and decisions.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Andy Whittaker:

  • Don't whine about all of the work you have to do.
  • Don't use someone else's opinions as evidence.
  • Don't be careless or haphazard.
  • Don't be vague about what's expected.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't use quick manipulations of ideas.
  • Don't be domineering or demanding.

Davs Howard

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.
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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Davs Howard:

  • Observe for possible areas of disagreement as some may not be verbal about them.
  • If you disagree with the direction, make an organized presentation of your position.
  • Keep on task with the business agenda.
  • Approach issues in a straightforward, direct and factual way.
  • Present your ideas and opinions in a nonthreatening way.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • If you agree with the outcome, follow through and do what you say you will do.

Things to avoid to effectively communicate with Davs Howard:

  • Don't be unrealistic with deadlines.
  • Don't use unreliable evidence or testimonials.
  • Don't manipulate or bully others into agreeing.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't leave the idea or plan without backup support.
  • Don't be domineering or demanding.
  • Don't leave things up in the air, or to work out by chance.

James Harrington

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.
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.
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 James Harrington:

  • Offer input on how to make the ideas become reality.
  • Join in with some name-dropping, talk positively about people and their 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 efficient: Hit the major points first.
  • Ask for input regarding people and specific assignments.
  • Motivate and persuade by referring to objectives and expected results.
  • Don't get off the track and talk about other issues or items.

Things to avoid to effectively communicate with James Harrington:

  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't talk down to anyone.
  • Avoid rambling discussion and wasting time.
  • Don't make decisions for anyone.
  • 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.
  • Be certain all decision-points have reached closure and action-plans are the result.

Martyn Mcdermott

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

Things to do to effectively communicate with Martyn Mcdermott:

  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Provide clear, specific solutions, and support your position.
  • Be certain to emphasize next action-steps.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Plan to talk about things that support dreams and goals.
  • Provide testimonials from people seen as important and prominent.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Martyn Mcdermott:

  • Don't be vague or ambiguous.
  • Don't leave the idea or plan without backup support.
  • Don't talk down to anyone.
  • Avoid being impersonal or judgmental.
  • Don't legislate or issue edicts.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't offer assurances and guarantees you can't fulfill.