Team Insights

Pat Cap Finance

Updated February 24, 2020

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

Chris Santy

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.
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.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Chris Santy:

  • Offer input on how to make the ideas become reality.
  • Put the details in writing, but don't plan on discussing them too much.
  • Be specific about what needs to be done and who is going to do it.
  • Be clear in your explanations.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Ask 'what' oriented questions that close the issue or topics.
  • Ask for input regarding people and specific assignments.

Things to avoid to effectively communicate with Chris Santy:

  • Avoid being impersonal or judgmental.
  • Avoid getting bogged down in facts, figures, or abstractions.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid rambling discussion and wasting time.
  • Don't leave decisions hanging in the air.
  • Don't make decisions for anyone.
  • Be certain all decision-points have reached closure and action-plans are the result.

Geoff Smith

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.
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 Geoff Smith:

  • 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.
  • Put the details in writing, but don't plan on discussing them too much.
  • Use the words of the discussion to direct you back to the topic or issue at hand.
  • Provide immediate incentives for willingness to help on the project.
  • Ask for input regarding people and specific assignments.
  • Free-up enough to be engaging, stimulating, and fast-paced.

Things to avoid to effectively communicate with Geoff Smith:

  • Don't stick too rigidly to the agenda.
  • Don't legislate or dictate goals or activities.
  • Don't 'dream' too much or you'll lose time.
  • Don't make decisions for anyone.
  • Avoid making guarantees and assurances when there is a risk in meeting them.
  • Don't be dogmatic or authoritarian.
  • Avoid asking rhetorical questions, or useless ones.

Greg Dinkin

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.
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.
Very HighAltruist Has a very high sincerity-factor and a high empathy for others' needs.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
AverageTheoretical Able to balance the quest for understanding and knowledge with the practical needs of a situation.

Things to do to effectively communicate with Greg Dinkin:

  • Get to the point quickly and don't ramble.
  • Provide testimonials from people seen as important and prominent.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • 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 specific about what needs to be done and who is going to do it.
  • Offer input on how to make the ideas become reality.
  • Plan to talk about things that support dreams and goals.

Things to avoid to effectively communicate with Greg Dinkin:

  • Don't confuse or distract from the business issues at hand.
  • Don't talk down to anyone.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • Avoid wild speculations without factual support.
  • Don't forget or lose things necessary for the meeting or project.
  • Avoid being impersonal or judgmental.
  • Don't be short-tempered, cold, or tight-lipped.

Justin T-Clevenstine

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.
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 Justin T-Clevenstine:

  • Be casual and informal with gestures and body language.
  • Outline individual tasks and responsibilities in writing.
  • Free-up enough to be engaging and optimistic in your conversations.
  • Provide clear, specific solutions, and support your position.
  • Be candid, open, and patient.
  • Put the details in writing, but don't plan on discussing them too much.
  • Plan some extra time in your schedule for talking, relating, and socializing.

Things to avoid to effectively communicate with Justin T-Clevenstine:

  • Don't be rude, abrupt in your delivery.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't stick too rigidly to the agenda.
  • Don't leave the idea or plan without backup support.
  • Don't threaten with position or power.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't be short-tempered, cold, or tight-lipped.

Scott Horvat

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.
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 Scott Horvat:

  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Do your homework, because others will have already done their share of it.
  • Use the conversation to direct you back to the topic or issue at hand.
  • Be certain that the information you have is credible.
  • Ask for input regarding people and specific assignments.
  • Provide testimonials from people seen as important and prominent.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Scott Horvat:

  • Avoid being overly task-oriented.
  • Don't threaten with position or power.
  • Don't whine about all of the work you have to do.
  • Don't manipulate or bully others into agreeing.
  • Don't rush the issues or the decision-making process.
  • Don't leave things up in the air, or to work out by chance.
  • Don't rush into business or the agenda; provide some time to break the ice.