Team Insights

Service Pros Installation Group 4

Updated March 4, 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

Alan Zachry

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.
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 Alan Zachry:

  • If you disagree with the direction, make an organized presentation of your position.
  • If you agree with the outcome, follow through and do what you say you will do.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide assurances about input and decisions.
  • Provide logical and practical evidence.
  • Make an organized appeal for support and contributions.
  • List pros and cons to suggestions you make.

Things to avoid to effectively communicate with Alan Zachry:

  • Don't legislate.
  • Don't leave the idea or plan without backup support.
  • Don't offer promises you can't keep.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • Don't stick too rigidly to the agenda.
  • Don't be vague or ambiguous.
  • Don't offer assurances and guarantees you can't fulfill.

Amanda Dotson

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.
LowIndividualistic Able to support the efforts of the team without demanding the limelight; a supportive team player.
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.
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 Amanda Dotson:

  • 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.
  • Break the ice with a brief personal comment.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide assurances about input and decisions.
  • If you say you're going to do something, do it.

Things to avoid to effectively communicate with Amanda Dotson:

  • Don't push too hard.
  • Don't stick too rigidly to the agenda.
  • Don't be vague or ambiguous.
  • Don't be domineering or demanding.
  • 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 offer promises you can't keep.

Antonio Brown

DISC Style

Values/Drivers

LowAesthetic Has a bottom-line approach focusing on functionality over form or aesthetics.
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.
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 Antonio Brown:

  • If you disagree with the direction, make an organized presentation of your position.
  • Present your ideas and opinions in a non-threatening way.
  • Break the ice with a brief personal comment.
  • Offer input on how to make the ideas become reality.
  • If you say you're going to do something, do it.
  • Do your homework, because others will have already done their share of it.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with Antonio Brown:

  • Don't legislate.
  • Don't push too hard.
  • Don't use someone else's opinions as evidence.
  • Don't be vague about what's expected.
  • Don't be domineering or demanding.
  • Don't threaten with position or power.
  • Don't use quick manipulations of ideas.

Ben Howie

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.
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.
LowTheoretical Less concerned with the big picture or knowledge for knowledge sake.

Things to do to effectively communicate with Ben Howie:

  • Draw out personal goals and find areas of common interest and involvement.
  • Begin with a brief but personal comment or icebreaker.
  • If you disagree, take issue with the facts, not the person.
  • If you agree, support mutual results and successes.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.
  • Support the results, not the person, if you agree.
  • Be candid, open, and sincere.

Things to avoid to effectively communicate with Ben Howie:

  • Don't make promises you can't keep.
  • Don't come with a ready-made decision, and don't make it for him.
  • Don't be demanding or domineering.
  • Don't threaten with position power.
  • Don't ramble on or waste his time.
  • Be disorganized.
  • Don't be vague.

Billy Miller

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.
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 Billy Miller:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Be clear in your explanations.
  • Take your time, be precise and thorough.
  • Be efficient: Hit the major points first.
  • If you disagree with the direction, make an organized presentation of your position.
  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.

Things to avoid to effectively communicate with Billy Miller:

  • Don't push too hard.
  • Don't use unreliable evidence or testimonials.
  • Don't be casual, informal, or loud.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Avoid wild speculations without factual support.
  • Avoid asking rhetorical questions, or useless ones.
  • Avoid trying to build friendships and personal relationships.

Donald Crawford

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.
Very LowIndividualistic Has a very high service orientation and are able to provide follow-through and support efforts.
HighPolitical Able to accept the credit or take the blame with a 'the buck stops here' attitude.
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 Donald Crawford:

  • Make an organized appeal for support and contributions to the project.
  • Make assurances that there won't be surprises.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Approach issues in a straightforward, direct and factual way.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Stick to business matters only.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Donald Crawford:

  • Don't leave things up in the air, or to work out by chance.
  • Don't provide special personal incentives.
  • Don't be disorganized or confused.
  • Don't direct or order.
  • Don't use someone else's opinions as evidence, provide only hard facts and data.
  • Don't be sloppy or disorganized.
  • Don't whine about all of the work you have to do.