Team Insights

MassMutual Carolinas

Updated June 16, 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

Audrey Averill

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.
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 Audrey Averill:

  • Provide testimonials from people seen as important and prominent.
  • Ask 'what' oriented questions that close the issue or topics.
  • Provide immediate incentives for willingness to help on the project.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Be clear in your explanations.
  • Don't get off the track and talk about other issues or items.
  • Be efficient: Hit the major points first.

Things to avoid to effectively communicate with Audrey Averill:

  • Don't stick too rigidly to the agenda.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't talk down to anyone.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't confuse or distract from the business issues at hand.
  • Avoid rambling discussion and wasting time.
  • Avoid leaving loopholes or vague issues hanging in the air.

Caitlin Flanagan

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.
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.
AverageRegulatory Able to balance and understand the need to have structure and order, but not paralyzed without it.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Caitlin Flanagan:

  • Ask for input regarding people and specific assignments.
  • When agreeing, support the ideas and potential results, not the person.
  • Motivate and persuade by referring to objectives and expected results.
  • Get to the point quickly and don't ramble.
  • Plan to talk about things that support dreams and goals.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Join in with some name-dropping, talk positively about people and their goals.

Things to avoid to effectively communicate with Caitlin Flanagan:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • When disagreeing, don't let it reflect on anyone personally.
  • Don't direct or order.
  • Don't confuse or distract from the business issues at hand.
  • Don't be short-tempered, cold, or tight-lipped.
  • Avoid being impersonal or judgmental.
  • Avoid getting bogged down in facts, figures, or abstractions.

Jason Goldy

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
HighAltruist Has a high desire to help others learn, grow, and develop.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Jason Goldy:

  • Get to the point quickly and don't ramble.
  • When agreeing, support the ideas and potential results, not the person.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Be specific about what's needed to be done, and who is going to do it.
  • Be certain to conclude the communication with agreed upon action steps for all involved.
  • Provide testimonials from people he sees as important and prominent.
  • Ask for his input regarding people and specific assignments.

Things to avoid to effectively communicate with Jason Goldy:

  • Don't be sloppy or disorganized.
  • Don't make decisions for him.
  • Don't 'dream' too much with him or you'll lose time.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't talk down to him.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.

Kay Dejong

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.
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.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Kay Dejong:

  • Present your ideas and opinions in a non-threatening way.
  • If you say you're going to do something, do it.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide testimonials from people seen as important and prominent.
  • Assure others that there won't be surprises.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Kay Dejong:

  • Don't use quick manipulations of ideas.
  • Don't be domineering or demanding.
  • Don't offer promises you can't keep.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't whine about all of the work you have to do.
  • Don't leave the idea or plan without backup support.
  • Don't be rude, abrupt, or too fast-paced in your delivery.

Tim Flanagan

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
Very HighEconomic Very competitive and bottom-line oriented.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
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 Tim Flanagan:

  • Put the details in writing, but don't plan on discussing them too much.
  • When agreeing, support the ideas and potential results, not the person.
  • Ask 'what' oriented questions that close the issue or topics.
  • Ask for his input regarding people and specific assignments.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Provide immediate incentives for his willingness to help on the project. Ask for his opinions.
  • 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.

Things to avoid to effectively communicate with Tim Flanagan:

  • Don't direct or order.
  • Don't make decisions for him.
  • Avoid wild speculations without factual support.
  • Don't leave decisions hanging in the air. Be certain all decision points have reached closure and action-plans are the result.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't stick too rigidly to the agenda. Let him lead the way to more social conversation.
  • Avoid asking rhetorical questions, or useless ones.