Team Insights

Morris-Jenkins Support Services

Updated October 19, 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

Adrienne Huy

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

Things to do to effectively communicate with Adrienne Huy:

  • Ask for input regarding people and specific assignments.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Free-up enough to be engaging and optimistic in your conversations.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Be certain to emphasize next action-steps.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Plan to talk about things that support dreams and goals.

Things to avoid to effectively communicate with Adrienne Huy:

  • Avoid being overly task-oriented.
  • Don't stick coldly to the business agenda.
  • Don't stick too rigidly to the agenda.
  • Don't be vague or ambiguous.
  • Don't talk down to anyone.
  • Don't leave decisions hanging in the air.
  • Don't legislate or issue edicts.

Anna Marie Triester

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.
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.
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 Anna Marie Triester:

  • Ask 'what' oriented questions that close the issue or topics.
  • Plan to talk about things that support her dreams and goals.
  • 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 immediate incentives for her willingness to help on the project. Ask for her opinions.
  • Ask for her input regarding people and specific assignments.
  • Get to the point quickly and don't ramble.

Things to avoid to effectively communicate with Anna Marie Triester:

  • Avoid wild speculations without factual support.
  • When disagreeing, don't let it reflect on her personally.
  • 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 her.
  • 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 sloppy or disorganized.

Connie Coleman

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.
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.
HighAltruist Has a high desire to help others learn, grow, and develop.
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 Connie Coleman:

  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Keep on task with the business agenda.
  • List pros and cons to suggestions you make.
  • Be clear in your explanations.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain that the information you have is credible.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.

Things to avoid to effectively communicate with Connie Coleman:

  • Don't be disorganized or confused.
  • Don't be casual, informal, or loud.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Avoid trying to build friendships and personal relationships.
  • Don't be careless or haphazard.
  • Don't rush the issues or the decision-making process.
  • Avoid making guarantees and assurances when there is a risk in meeting them.

Mattie Zapata

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 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.
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.
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 Mattie Zapata:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Offer input on how to make the ideas become reality.
  • Ask for input regarding people and specific assignments.
  • Outline individual tasks and responsibilities in writing.
  • Provide testimonials from people seen as important and prominent.

Things to avoid to effectively communicate with Mattie Zapata:

  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't leave the idea or plan without backup support.
  • Don't be vague or ambiguous.
  • Avoid being impersonal or judgmental.
  • Don't be disorganized or sloppy.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be vague about what's expected.

Ryan Lynch

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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
Very LowAltruist Guards trust level so as not to get burned, either self or team.
HighRegulatory Strong preference for following established systems or creating them if none present.
HighTheoretical Has a high interest level in understanding all aspects of a situation or subject.

Things to do to effectively communicate with Ryan Lynch:

  • Motivate and persuade by referring to objectives and expected results.
  • Be efficient: Hit the major points first.
  • Put the details in writing, but don't plan on discussing them too much.
  • Provide immediate incentives for willingness to help on the project.
  • Free-up enough to be engaging, stimulating, and fast-paced.
  • Offer input on how to make the ideas become reality.
  • Provide options for you to express your opinions and make some of the decisions.

Things to avoid to effectively communicate with Ryan Lynch:

  • Don't be short-tempered, cold, or tight-lipped.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't leave decisions hanging in the air.
  • Don't stick too rigidly to the agenda.
  • Don't 'dream' too much with the team or you'll lose time.
  • Avoid being impersonal or judgmental.
  • Avoid making guarantees and assurances when there is a risk in meeting them.

Tracy Simmons

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
AverageEconomic Able to perceive and create a balance between the need for economic return and other needs as well.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
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 Tracy Simmons:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Allow time to verify the issues and potential outcomes.
  • Be certain to remember to provide specific action steps and details for all involved.
  • List pros and cons to suggestions you make.
  • Provide assurances about input and decisions.
  • Provide logical and practical evidence.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Tracy Simmons:

  • Don't leave the idea or plan without backup support.
  • 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 disorganized or sloppy.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't stick too rigidly to the agenda.
  • Don't rush into business or the agenda; provide some time to break the ice.