Conscientiousness

In the DISC system of personality classification the 'C' stands for Conscientious.

People with high "C" styles adhere to rules, regulations, and structure. They like to do quality work and do it right the first time. High "C" people are careful, cautious, exacting, neat, systematic, diplomatic, accurate, and tactful. Those with low "C" scores challenge the rules and want independence and are described as self-willed, stubborn, opinionated, unsystematic, arbitrary, and unconcerned with details.

How to recognize a High "C"

• Environment
  • Neat; impersonal; graphs/charts on wall; efficient; practical
• Appearance
  • Conservative; well-groomed; blends in per policy
• Walk
  • Thinking or focused, prooting a report, evaluating premises
• Communication Medium
  • Detailed E-mails with attachments; one-on-one private meetings; scheduled small group task force meetings
• Talks About
  • Details and processes of any subject; complex subjects
• Quotes
  • "Why?” “This is not right." “You could/should have..." “What do you think?" “If you want something done right, do it yourself."
• Questions "C" people would ask
  • Questions for more data and detail

Communication with a high "C"

• Avoid providing superficial answers
• Don't get too personal or close
• Avoid too much enthusiasm
• Don't be unorganized
• Provide ideas for critique and requests for improvements prior to a meeting or change, or, be prepared for skepticism.
• Use effective meeting alternatives (E-mails).
• Begin conversations directly; state expectations up front. Be logical, objective, thorough, diplomatic, practical, and reasonable; avoid being overly enthusiastic/optimistic.
• Present changes patiently and cautiously; include "why," "the big picture,” detailed evidence of benefits, alternatives with pros/cons, risk assessments, and contingency plans.
• Support all claims/decisions with factual evidence; refer to proven and accepted standards, practices, and protocol.
• Properly respect the others experience and expertise.
• Ask them to challenge and improve your idea.
• Solicit their help to develop detailed implementation plans.
• Allow them more time later for further analysis.
• Synthesize improvements; document key decisions/plans.

Influencing a High "C"

• Be precise and accurate
• Stress logic and analysis in any proposal
• Demonstrate caution
• Be prepared to focus on the final 10%
• Stress need for perfection and quality
• Provide reassurances
• Emphasize need for expert input
• Work hard to get their views
• Be calm and thorough
• Use words:
  • Accuracy
  • Logic
  • Systematic
  • Process
  • Rationale
  • Evidence

Effective behaviors of a High "C"

• Accurate; fixes inaccuracies and inconsistencies
• Analytical; calculating; logical; objective; weighs pros/cons
• Careful; cautious; risk-reducing with contingency planning
• Challenges “why?"; seeks evidence for justification/support
• Committed to fulfilling their duties; determined; focused
• Conscientious; wants to do what is “fair, right and just”
• Continuously seeks process improvements
• Controlled; formal; reflective; reserved; serious
• Conventional; practical; follows logical directives
• Critical, often with intentions to “help”
• Deliberate; selective to share “significant" points; expresses opposition only with contrary facts/experiences
• Independent; self-reliant for definition of self-worth
• Organizes with high standards and precise expectations
• Systematic; structured; neat; timely
• Well-prepared; thorough

Ineffective behaviors of a High "C"

• Controlling; avoids delegating due to low trust in others’ skills imposes unrealistic standards; micro-manages with checklists; leans on supervisors
• Defensive to feedback; rarely praises
• Distant; withdrawn; won’t ask for help without analysis
• Fault-finding; overly critical; nit-picking; fussy; insensitive
• Hesitant in saying “no” to more responsibility; overworked inflexible; rigid; bound by policies as laws versus guidelines
• Needs help initiating and facilitating discussions, building teams, dealing with conflicts, and seeing the big picture
• Perfectionist; “analysis-paralysis”; “beats things to death'
• Self-righteous; aggressive when they think they, or someone close, has been wronged; uncompromising
• Skeptical; hesitant; worry-wart

Motivators of a High "C"

• Ability to improve accuracy, logic, objectivity, quality, etc.
• Ability to work on own or with those respected/competent
• Adequate time and resources to meet agreed-upon deliverables while encouraging creativity
• Clearly defined position descriptions, project plans, and performance boundaries/expectations
• Control over critical factors that affect their performance
• Education, training and development opportunities
• Formal, business-like atmosphere; few interruptions
• Objectivity; fairness; righting justice
• Opportunity to critique and improve plans and processes
• Recognition for specific technical skills, analytical abilities, insights into situations, and the quality of their work
• Systematic planning to reduce ambiguity and risks
• Technical or research challenges to demonstrate expertise

De-motivators of a High "C"

• Constant team interaction without measurable objectives Inadequate, unknown or incompetent critical resources
• Instability; ever-changing or ambiguous expectations, priorities, schedules, resources or deliverables; unexpected or unnecessary demands for instant responses
• Interruptions; delays; incomplete tasks; lack of closure
• No credit for quality work; subjective criticism; public embarrassment regarding abilities/expertise
• Others not following approved plans or protocol
• Poor quality work; unnecessary mistakes; disorganization; non-factual or unstructured approaches
• Speaking without thinking; emotional people; strongly opinionated and inflexible statements; over-enthusiasm; exaggerating; generalizing; pigeonholing