Team Insights

Morris-Jenkins HVAC Install Team

Updated October 13, 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

Duane Godbold

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.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Duane Godbold:

  • Break the ice with a brief personal comment.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Outline individual tasks and responsibilities in writing.
  • Be certain that the information you have is credible.
  • Make an organized appeal for support and contributions.
  • If you agree with the outcome, follow through and do what you say you will do.
  • If you disagree with the direction, make an organized presentation of your position.

Things to avoid to effectively communicate with Duane Godbold:

  • Don't use someone else's opinions as evidence.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be vague or ambiguous.
  • Don't rush the issues or the decision-making process.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't use unreliable evidence or testimonials.
  • Don't be vague about what's expected.

Michieul long

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.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
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 Michieul long:

  • Plan to talk about things that support dreams and goals.
  • Be specific about what needs to be done and who is going to do it.
  • Get to the point quickly and don't ramble.
  • Be clear in your explanations.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.

Things to avoid to effectively communicate with Michieul long:

  • Don't leave decisions hanging in the air.
  • Don't confuse or distract from the business issues at hand.
  • Don't forget or lose things necessary for the meeting or project.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid being impersonal or judgmental.
  • Don't talk down to anyone.
  • Avoid making guarantees and assurances when there is a risk in meeting them.

Mitch Reed

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 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.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
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 Mitch Reed:

  • Appeal to how Mitch will benefit or be assisted in this transaction.
  • Be clear, specific, brief, and to the point.
  • Watch carefully for early signs of disagreement or dissatisfaction.
  • Provide specifics about probability of success or effectiveness of options.
  • Present your case logically and be efficient.
  • Support the results, not the person, if you agree.
  • Draw out personal goals and find areas of common interest and involvement.

Things to avoid to effectively communicate with Mitch Reed:

  • Don't force him to respond quickly to your objectives.
  • Don't over-direct or command.
  • Don't ramble on or waste his time.
  • Don't make promises you can't keep.
  • Leave things open for interpretation.
  • Don't manipulate or bully him into agreeing.
  • Don't threaten with position power.

Paul York

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.
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.
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 Paul York:

  • Be casual and informal with gestures and body language.
  • Provide clear, specific solutions, and support your position.
  • Put the details in writing, but don't plan on discussing them too much.
  • Ask for input regarding people and specific assignments.
  • Be certain to emphasize next action-steps.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Paul York:

  • Don't be rude, abrupt in your delivery.
  • Don't leave the idea or plan without backup support.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid being overly task-oriented.
  • Don't talk down to anyone.
  • Don't be vague or ambiguous.
  • Don't offer assurances and guarantees you can't fulfill.

Shane Warren

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.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
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.
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 Shane Warren:

  • Provide options for you to express your opinions and make some of the decisions.
  • Provide testimonials from people seen as important and prominent.
  • Offer input on how to make the ideas become reality.
  • Be specific about what needs to be done and who is going to do it.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Get to the point quickly and don't ramble.

Things to avoid to effectively communicate with Shane Warren:

  • Don't talk down to anyone.
  • Avoid being impersonal or judgmental.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't leave decisions hanging in the air.
  • Don't make decisions for anyone.
  • When disagreeing, don't let it reflect on anyone personally.
  • Avoid getting bogged down in facts, figures, or abstractions.