Team Insights

Morris-Jenkins Operations Team

Updated October 18, 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.

Brandon Anderson

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

Things to do to effectively communicate with Brandon Anderson:

  • Join in with some name-dropping, talk positively about people and their goals.
  • Provide testimonials from people he sees as important and prominent.
  • Use his own words to direct you back to the topic or issue at hand.
  • Ask 'what' oriented questions that close the issue or topics.
  • Offer input on how to make the ideas become reality.
  • When agreeing, support the ideas and potential results, not the person.
  • Get to the point quickly and don't ramble.

Things to avoid to effectively communicate with Brandon Anderson:

  • When agreeing, don't reinforce with "I'm with you, Brandon."
  • Don't talk down to him.
  • Don't stick too rigidly to the agenda. Let him lead the way to more social conversation.
  • 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 be sloppy or disorganized.

Mark Cagle

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

Things to do to effectively communicate with Mark Cagle:

  • Begin with a brief but personal comment or icebreaker.
  • Be candid, open, and sincere.
  • Provide specifics about probability of success or effectiveness of options.
  • Provide details of the problem or issue in writing.
  • Be clear, specific, brief, and to the point.
  • Persuade by referring to objectives and results.
  • Watch carefully for early signs of disagreement or dissatisfaction.

Things to avoid to effectively communicate with Mark Cagle:

  • Don't pretend to be an expert if you are not.
  • Don't be vague.
  • Don't be demanding or domineering.
  • Be disorganized.
  • Don't ask rhetorical questions, or useless ones.
  • Don't manipulate or bully him into agreeing.
  • Don't patronize or demean.

Rob Johnson

DISC Style

Values/Drivers

AverageAesthetic Able to appreciate the benefit for balance and harmony without losing sight of the practical side of things.
Very LowEconomic May try to help meet customers' needs (internal and external) before their own.
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.
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 Rob Johnson:

  • Provide clear, specific solutions, and support your position.
  • Present your ideas and opinions in a non-threatening way.
  • Find some areas of common interest and involvement.
  • Be candid, open, and patient.
  • Offer input on how to make the ideas become reality.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Be casual and informal with gestures and body language.

Things to avoid to effectively communicate with Rob Johnson:

  • Don't leave the idea or plan without backup support.
  • Don't manipulate or bully into agreeing.
  • Don't be domineering or demanding.
  • Don't threaten with position or power.
  • Don't 'dream' too much together or you'll lose time.
  • Don't leave decisions hanging in the air.
  • Don't be rude, abrupt in your delivery.

Sam Brodbeck

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.
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 Sam Brodbeck:

  • Be specific about what needs to be done and who is going to do it.
  • 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.
  • Ask for input regarding people and specific assignments.
  • Offer input on how to make the ideas become reality.
  • Provide immediate incentives for willingness to help on the project.
  • Be efficient: Hit the major points first.
  • Ask 'what' oriented questions that close the issue or topics.

Things to avoid to effectively communicate with Sam Brodbeck:

  • Avoid getting bogged down in facts, figures, or abstractions.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't forget or lose things necessary for the meeting or project.
  • Don't make decisions for anyone.
  • Don't stick too rigidly to the agenda.
  • Avoid wild speculations without factual support.
  • Avoid being impersonal or judgmental.

Shalan Fry

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

Things to do to effectively communicate with Shalan Fry:

  • Do your homework, because others will have already done their share of it.
  • Allow time to verify the issues and potential outcomes.
  • If you disagree with the direction, make an organized presentation of your position.
  • List pros and cons to suggestions you make.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Outline individual tasks and responsibilities in writing.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Shalan Fry:

  • Don't be domineering or demanding.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Avoid being impersonal or judgmental.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be disorganized or sloppy.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't push too hard.

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.