Team Insights

Tenable

Updated August 1, 2019

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

Adam Bell

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.
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.
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.
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 Adam Bell:

  • Find some areas of common interest and involvement.
  • Be certain to emphasize next action-steps.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Be casual and informal with gestures and body language.
  • Use the conversation to direct you back to the topic or issue at hand… don't get too far off track.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Be candid, open, and patient.

Things to avoid to effectively communicate with Adam Bell:

  • Don't be domineering or demanding.
  • Don't talk down to anyone.
  • Don't be short-tempered, cold, or tight-lipped.
  • Don't be rude, abrupt in your delivery.
  • Don't stick coldly to the business agenda.
  • Don't be vague or ambiguous.
  • Don't threaten with position or power.

Bryan Doyle

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.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
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.
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 Bryan Doyle:

  • Find some areas of common interest and involvement.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • If you disagree with the direction, make an organized presentation of your position.
  • Do your homework, because others will have already done their share of it.
  • Ask 'how' oriented questions to explore opinions.
  • Assure others that there won't be unexpected surprises.
  • Provide a specific, step-by-step timetable with names and responsibilities.

Things to avoid to effectively communicate with Bryan Doyle:

  • Don't rush the issues or the decision-making process.
  • Don't push too hard.
  • Don't offer promises you can't keep.
  • Don't be unrealistic with deadlines.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't be vague or ambiguous.

Edel Cooney

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.
AverageIndividualistic Not an extremist and able to balance the needs of both others and self.
Very LowPolitical Tend to be non-competitive and demonstrate a higher service orientation.
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 Edel Cooney:

  • If you agree with the outcome, follow through and do what you say you will do.
  • Be certain to remember to provide specific action steps and details for all involved.
  • Ask for input regarding people and specific assignments.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Provide clear, specific solutions, and support your position.
  • Outline individual tasks and responsibilities in writing.
  • Break the ice with a brief personal comment.

Things to avoid to effectively communicate with Edel Cooney:

  • Don't leave the idea or plan without backup support.
  • Don't be disorganized or sloppy.
  • Don't rush the issues or the decision-making process.
  • Avoid being impersonal or judgmental.
  • Don't stick to a strictly business agenda. Loosen up a little.
  • If you disagree, don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't use someone else's opinions as evidence.

Greg Gareau

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.
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.
AverageAltruist Concerned for others without giving everything away; a stabilizer.
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 Greg Gareau:

  • Ask for input regarding people and specific assignments.
  • Be certain to conclude the communication with some modes of action and specific next-steps for all involved.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • If you disagree with the direction, make an organized presentation of your position.
  • Do your homework because that will be critical to the success of the conversation or meeting.
  • Plan some extra time in your schedule for talking, relating, and socializing.
  • Make an organized appeal for support and contributions.

Things to avoid to effectively communicate with Greg Gareau:

  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't leave decisions hanging in the air.
  • Don't use unreliable evidence or testimonials.
  • Don't use quick manipulations of ideas.
  • Don't rush the issues or the decision-making process until you have buy-in.
  • Don't legislate.
  • Don't whine about all of the work you have to do.

Heidi Araya

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.
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.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
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 Heidi Araya:

  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Assure others that there won't be unexpected surprises.
  • Ask 'how' oriented questions to explore opinions.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Present your ideas and opinions in a nonthreatening way.
  • List pros and cons to suggestions you make.
  • Provide logical and practical evidence to support your position.

Things to avoid to effectively communicate with Heidi Araya:

  • Don't leave things up in the air, or to work out by chance.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't whine about all of the work you have to do.
  • Don't be vague about what's expected.
  • Don't be domineering or demanding.
  • Don't leave the idea or plan without backup support.

James Laplanche

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.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
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.
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 James Laplanche:

  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Stick to business matters only.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Be certain to follow through.
  • List pros and cons to suggestions you make.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.
  • Provide time to verify the issues and potential outcomes.

Things to avoid to effectively communicate with James Laplanche:

  • Don't be vague or ambiguous.
  • Avoid trying to build friendships and personal relationships.
  • Don't force agreement quickly with your objectives and position; provide some time to warm up to the ideas and for mutual ownership.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't manipulate or bully into agreement.
  • Avoid asking rhetorical questions, or useless ones.
  • Don't offer promises you can't keep.

Ken Culver

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.
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 Ken Culver:

  • Be efficient: Hit the major points first.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Keep on task with the business agenda.
  • When disagreeing, take issue with the methods or procedures, not with the person.
  • Motivate and persuade by referring to objectives and expected results.
  • If you disagree with the direction, make an organized presentation of your position.

Things to avoid to effectively communicate with Ken Culver:

  • Don't confuse or distract from the business issues at hand.
  • Don't make decisions for others.
  • Don't be disorganized or confused.
  • Don't rush the issues or the decision-making process.
  • Don't come in with a ready-made decision, unless you are ready to accept changes.
  • When disagreeing, don't let it reflect on others personally.
  • Don't use unreliable evidence or testimonials.

Kerstin Klein

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.
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.
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 Kerstin Klein:

  • Ask 'how' oriented questions to explore opinions.
  • Do your homework, because others will have already done their share of it.
  • Provide assurances about input and decisions.
  • Outline individual tasks and responsibilities in writing.
  • Find some areas of common interest and involvement.
  • Provide time to verify the issues and potential outcomes.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Kerstin Klein:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't be unrealistic with deadlines.
  • Don't use unreliable evidence or testimonials.
  • Don't whine about all of the work you have to do.
  • Don't be disorganized or sloppy.
  • Don't make decisions for others.
  • Don't use someone else's opinions as evidence.

Luis Isselin

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.
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 Luis Isselin:

  • 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.
  • Stick to business matters only.
  • Be efficient: Hit the major points first.
  • Offer specific evidence about the probability of success or effectiveness of some of the options.
  • Be prepared for some start-stop events, due to potential indecision from keeping the data-gate open for more information.
  • Present your items in a logical way.
  • Use a thoughtful and logical approach to discussing ideas and options.

Things to avoid to effectively communicate with Luis Isselin:

  • Avoid asking rhetorical questions, or useless ones.
  • Don't be sloppy or disorganized.
  • Don't confuse or distract from the business issues at hand.
  • Don't make decisions for others.
  • Don't push too hard.
  • Avoid leaving loopholes or vague issues hanging in the air.
  • Don't be vague about what's expected of either of you.

Michael Trexler

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.
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 Michael Trexler:

  • Be certain to emphasize next action-steps.
  • Put the details in writing, but don't plan on discussing them too much.
  • Be candid, open, and patient.
  • Ask for input regarding people and specific assignments.
  • Join in with some name-dropping, talk positively about people and their goals.
  • Plan to talk about things that support dreams and goals.
  • Find some areas of common interest and involvement.

Things to avoid to effectively communicate with Michael Trexler:

  • Don't talk down to anyone.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't threaten with position or power.
  • Avoid being overly task-oriented.
  • Don't leave decisions hanging in the air.
  • Don't legislate or issue edicts.
  • Don't be domineering or demanding.

Nick Keuning

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.
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 Nick Keuning:

  • Offer input on how to make the ideas become reality.
  • Break the ice with a brief personal comment.
  • Provide logical and practical evidence.
  • Allow time to verify the issues and potential outcomes.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Be certain that the information you have is credible.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Nick Keuning:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't use someone else's opinions as evidence.
  • Don't stick too rigidly to the agenda.
  • Avoid being impersonal or judgmental.
  • Don't offer promises you can't keep.
  • Don't manipulate or bully others into agreeing.
  • Don't push too hard.

Philippe Moore

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.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
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.
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 Philippe Moore:

  • Make an organized appeal for support and contributions.
  • Prepare your case in advance; don't 'wing-it' using charm alone.
  • Provide assurances about input and decisions.
  • Observe for possible areas of disagreement as some may not be verbal about them.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • Provide time to verify the issues and potential outcomes.
  • Do your homework, because others will have already done their share of it.

Things to avoid to effectively communicate with Philippe Moore:

  • Don't be domineering or demanding.
  • Don't push too hard.
  • Don't use unreliable evidence or testimonials.
  • Don't leave things up in the air, or to work out by chance.
  • Don't be vague or ambiguous.
  • Don't make decisions for others.
  • Don't be unrealistic with deadlines.

Russell Smith

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.
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.
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.
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 Russell Smith:

  • Support the results, not the person, if you agree.
  • Draw out personal goals and find areas of common interest and involvement.
  • If you agree, support mutual results and successes.
  • Do your homework. Come prepared with objectives, requirements, and support materials in a well-organized package.
  • Provide specifics about probability of success or effectiveness of options.
  • Ask specific questions, preferably focusing on 'what' and 'how' issues to draw out his opinions.
  • Persuade by referring to objectives and results.

Things to avoid to effectively communicate with Russell Smith:

  • Be disorganized.
  • Don't make promises you can't keep.
  • Don't threaten with position power.
  • Don't ask rhetorical questions, or useless ones.
  • Don't be demanding or domineering.
  • Don't force him to respond quickly to your objectives.
  • Don't manipulate or bully him into agreeing.

Sarah Gowing

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 Sarah Gowing:

  • Make an organized appeal for support and contributions.
  • If you say you're going to do something, do it.
  • If you disagree with the direction, make an organized presentation of your position.
  • Assure others that there won't be surprises.
  • Allow time to verify the issues and potential outcomes.
  • Provide testimonials from people seen as important and prominent.
  • Provide clear, specific solutions, and support your position.

Things to avoid to effectively communicate with Sarah Gowing:

  • Don't be vague or ambiguous.
  • Don't be domineering or demanding.
  • Don't legislate.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't leave things up in the air, or to work out by chance.
  • Don't force others to agree quickly with your objectives and position. Provide some time to warm up to the ideas.

Sasan Padidar

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 HighEconomic Very competitive and bottom-line oriented.
Very HighIndividualistic Demonstrates high independence and project self-confidence.
AveragePolitical Flexible, able to take or leave the power or clout that comes with the job title or assignment.
LowAltruist Won't be taken advantage of and protect own turf and that of the team or organization.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
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 Sasan Padidar:

  • Ask 'how' oriented questions to explore opinions.
  • Provide logical and practical evidence to support your position.
  • Be certain that the information you have is credible.
  • Be accurate and realistic, don't over-inflate ideas or outcomes.
  • Do your homework, because others will have already done their share of it.
  • Find some areas of common interest and involvement.
  • Outline individual tasks and responsibilities in writing.

Things to avoid to effectively communicate with Sasan Padidar:

  • Don't fail to follow through. If you say you're going to do something, do it.
  • Don't leave the idea or plan without backup support.
  • Don't rush into business or the agenda; provide some time to break the ice.
  • Don't make decisions for others.
  • Don't be unrealistic with deadlines.
  • Don't rush the issues or the decision-making process.
  • Don't be careless or haphazard.

Susan Shrack

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.
Very LowRegulatory An independent and autonomous agent, very flexible problem-solver, and able to craft a variety of solutions.
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 Susan Shrack:

  • Approach issues in a straightforward, direct and factual way.
  • Be certain to follow though on your part of the project.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • If you disagree with the direction, make an organized presentation of your position.
  • Take your time to be precise and thorough.
  • Provide clear, specific solutions, and support your position.
  • Be certain that individual responsibilities are clear, and there are no ambiguities.

Things to avoid to effectively communicate with Susan Shrack:

  • If you disagree don't let it reflect on others personally, and don't let it affect the relationship.
  • Don't use quick manipulations of ideas.
  • Don't be vague or ambiguous.
  • Don't offer promises you can't keep.
  • Don't manipulate or bully others into agreeing.
  • Don't use unreliable evidence or testimonials.
  • Don't whine about all of the work you have to do.

Ted O'Meara

DISC Style

Values/Drivers

Very HighAesthetic Places great importance in finding a good work-life balance, creating more than destroying and artistic self expression.
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.
LowPolitical Supportive of the efforts of the team; no hidden agendas. Willing to surrender 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.
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 Ted O'Meara:

  • Free-up enough to be engaging and optimistic in your conversations.
  • Be certain that individual responsibilities are clear and there are no ambiguities.
  • Plan to talk about things that support dreams and goals.
  • Put the details in writing, but don't plan on discussing them too much.
  • Outline individual tasks and responsibilities in writing.
  • Present your ideas and opinions in a non-threatening way.
  • Plan some extra time in your schedule for talking, relating, and socializing.

Things to avoid to effectively communicate with Ted O'Meara:

  • Don't stick too rigidly to the agenda.
  • Don't be vague or ambiguous.
  • Don't legislate or issue edicts.
  • Be certain all decision-points have reached closure and action-plans are the result.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't manipulate or bully into agreeing.
  • Don't be short-tempered, cold, or tight-lipped.

Vincent Gilcreest

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.
Very HighPolitical Very strong leader, and able to take control of a variety of initiatives and maintain control.
HighAltruist Has a high desire to help others learn, grow, and develop.
LowRegulatory Able to be a multi-threaded problem solver, able to shift gears and projects in a flexible way.
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 Vincent Gilcreest:

  • Appeal to how Vincent will benefit or be assisted in this transaction.
  • Begin with a brief but personal comment or icebreaker.
  • Watch carefully for early signs of disagreement or dissatisfaction.
  • Draw out personal goals and find areas of common interest and involvement.
  • If you agree, support mutual results and successes.
  • Ask specific questions, preferably focusing on 'what' and 'how' issues to draw out his opinions.
  • Persuade by referring to objectives and results.

Things to avoid to effectively communicate with Vincent Gilcreest:

  • Don't let disagreement reflect on him personally.
  • Don't pretend to be an expert if you are not.
  • Don't patronize or demean.
  • Don't make promises you can't keep.
  • Don't manipulate or bully him into agreeing.
  • Don't over-direct or command.
  • Don't be vague.

Walid Natour

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

Things to do to effectively communicate with Walid Natour:

  • Be candid, open, and patient.
  • Offer input on how to make the ideas become reality.
  • Assure others that there won't be surprises.
  • Provide a specific, step-by-step timetable with names and responsibilities.
  • List pros and cons to suggestions you make.
  • If you disagree with the direction, make an organized presentation of your position.
  • Provide logical and practical evidence.

Things to avoid to effectively communicate with Walid Natour:

  • Don't use someone else's opinions as evidence.
  • Don't be vague about what's expected.
  • Don't offer assurances and guarantees you can't fulfill.
  • Don't offer promises you can't keep.
  • Don't be rude, abrupt, or too fast-paced in your delivery.
  • Don't leave decisions hanging in the air. Be certain all decision-points have reached closure and action-plans are the result.
  • Don't stick too rigidly to the agenda.