Communication Coach

The 'C' styles like to complete projects with precision and accuracy, as these are important hallmarks of their work ethic. Additionally, they complete projects on time, but might tend to feel that the overall quality could be improved if they spent a bit more time.

The 'C' styles are most comfortable with well-defined systems and logical procedures. Ideally, they would be able to find a niche that amplifies and values these strengths. 'C' styles may be uncomfortable in unstructured environments or with "laissez-faire" attitudes about how and when things should get done.

The 'C' style's response pattern indicates that their emotions tend to be cool, calm, and collected, except in times of anger. Most of the time they can be depended upon to anchor the team or organization. They are able to provide an unemotional and factual base for a project, and their team will realize that it comes from careful and deep analysis.

The 'C' styles' responses show that they place importance on accuracy in decision making. There may be others in the organization who base their decisions on emotion rather than logic, but they tend to be rooted in fact and/or research.

The 'C' styles tend to be conventional and a bit cautious when it comes to making sudden decisions. There's nothing wrong with this, as it can be a strength to the team.

The 'C' styles prefer order over chaos and will work to create and preserve order. They prefer neatness over a mess. They prefer established procedures and are uncomfortable with make-it-up-as-theygo operations. This can be a strength as long as they can remain flexible in certain situations.

The 'C' styles' response pattern shows that they demonstrate excellent critical thinking ability. This strength is especially important for leaders who often must verbalize opinions convincingly to the team or organization at large. Others tend not to think as deeply or as critically as them, making the 'C' style's skill valuable in the workplace.

The 'C' styles have a rare skill in being able to weigh both intuition and data in balanced ways when making decisions. They tend to provide deep analysis in their insight, as well as a gut-level intuition that helps to balance the data. While others may jump to conclusions with no analysis, or conversely suffer "analysis paralysis," they have the ability to find the proper balance.

The 'C' styles score like others who are highly aware of the dangers of making hasty decisions. Knee-jerk decision makers might perceive the 'C' styles as potential bottlenecks in the project, but their careful analysis is likely to prevent difficulties in the long run.

Others may seek 'C' styles out to answer complex procedural questions, because they know they will have the answer or where to find it. If a procedural memo emerges in their e-mail, they read it, whereas others may delete it and then come to the 'C' style looking for an explanation.

The 'C' styles have a talent for asking the right questions in order to get into the details of an issue. They score like those who are excellent factfinders thanks to their analytical thinking and the systematic way by which they gather and study information. They have the ability to work alone on such investigations, or to raise objective and unemotional questions during a meeting or conference call. Their insight helps their team consider all data before coming to a conclusion.

The 'C' styles provide facts to support any statement they make, and expect the same supporting documentation from others. They score like those who do their homework and tend to be prepared for meetings, presentations, and conferences. These people also maintain a substantial memory file of facts and information that helps to respond quickly to inquiries in meetings or presentations. This consistent pursuit of the facts brings credibility to the workplace and the organization.

Some people who score like the 'C' style tend to equate neatness with quality. They like organization and may perceive a person with a messy desk or office as a producer of lower-quality work. While this may be true in some cases, it's not true all the time. Our coaching here is meant to help the 'C' style maintain an open mind and focus on the result as opposed to organizational methods.

The 'C' styles may hesitate to trust new or unfamiliar people until they have established their credibility. Their scores indicate a high interest in quality control and a strong preference for hard facts and analysis, over hype and emotion. When a presenter delivers a hyped-up message, people who score like the 'C' style tend to stop listening. When a presenter provides facts, data, and evidence cited from credible and respected sources, they tend to listen and accept the message.

The 'C' styles' response pattern indicates that they tend to be less talkative in larger groups, and as a result, perhaps somewhat difficult to get to know on a personal level. This doesn't necessarily have to be a negative trait. As a piece of coaching, we suggest that they attempt to warm up to people more quickly to help put them at ease. Engage in supportive conversation as a way to break the ice. This may pull the 'C' style out of his/her comfort zone, but it will help others get to know who they are, even as the 'C' style learns more about them.

The 'C' styles like to be aware of rules, procedures, and protocol so that they can adhere rigidly to them. They may express disappointment when others don't meet the same standards. Rules were meant to be followed, not bent or broken. If all members of the team understood that, there would be fewer snags in the midst of projects. When things are written down, they are clear for all to understand and act upon. Mistakes happen when corners are cut, when things move in a rapid or careless way, or when members invent their own rules and make arbitrary, situational changes to them.

The 'C' styles' pattern of responses indicates that they do not like interruptions while working on detailed projects. They show a high degree of focus on the things they do, and thus complete tasks with a high degree of quality and accuracy. They score like those who are most effective when they are able to complete a project or assignment in its entirety before moving on to the next task.

The 'C' styles score like those who like to make sure they do things correctly the first time. Thus, the 'C' style may require additional time in the short run to prevent mistakes in the long run. Some people in the organization might not understand the fact that one more review over the procedures, or one more look at the copy before it goes to press, may be an excellent insurance against wasted effort in the future. (Show this portion of the paragraph to colleagues who might have complained that things were taking too long.)

The 'C' styles like to be on time for meetings and appointments and expect others to do the same. Their response pattern indicates that people who score like them are models of time management. They are where they are supposed to be, and they are there on time. As students in high school or college, their assignments were done on time, and sometimes even submitted early.

The 'C' styles may tend to align with others who show a talent for quality control. They feel a certain "safety in numbers" when they find others of a similar style, especially those with similar behavioral traits. This helps serve two purposes simultaneously. Firstly, they are able to compare notes and ideas and reinforce those ideas with a cadre of like-minded people. Secondly, since 'C' styles tend to avoid confrontation with others, they allow themselves security in the knowledge that others who share a similar opinion may be able to speak more forcefully as a group than as individuals.

The 'C' styles score like those who prefer clearly defined roles and responsibilities. They like precise job descriptions, with little overlap of activity or break from routine. Defined roles serve as an excellent base from which to operate, as long as it is understood that the unexpected sometimes happens, and that such times may call for more flexibility.

The 'C' styles may neglect to verbalize criticism of processes unless asked, at which point they may suddenly provide a wealth of practical information and ideas. Their attention to details is valuable to the team, but they may need to learn to vocalize concerns more quickly and assertively. Resist the thought that they might be making waves; instead, reason that they may be helping to calm future waves.

The 'C' styles' pattern of responses indicates that they tend to set high quality control standards for themselves and others in order to minimize mistakes and loose ends. This is a strength to any team, as long as there remains an awareness of the "revenue clock" ticking in the corner of the room. Superior quality control often comes at an opportunity cost. While taking more time will surely minimize mistakes, it may also increase costs. They should be prepared to make his/her case when requesting more time for costly quality control on a project.

Though the 'C' styles understand the need to move quickly, they place heavy significance on analysis of facts and data prior to a decision. This is a strength that has no doubt provided success in the past; however, as a bit of coaching, they should be cautious to avoid the pitfall of "analysisparalysis," in which no decision is made because one is always waiting for more information.

The 'C' styles are skeptical of making changes just for the sake of change, especially when the alternative is unfamiliar or unproven. Newer doesn't always mean better, as they have learned on many occasions. This skepticism comes primarily from the 'C' style's strong sense of quality control, and tendency toward analysis-based decision making. They prefer to be certain that the correct decision is made and, as a result, won't jump to a conclusion without careful deliberation.

The 'C' styles tend to be more modest and conservative than egocentric. They do things "by the book," and they expect others to do the same. Hence, 'C' styles create a sense of order around themselves that can serve as a model for others who choose to follow their lead. It's frustrating for them when people choose not to do things their way, though they tend to keep the frustration inside, sharing it only with family or close friends.

The 'C' styles remain objective, even in emotional situations.

The 'C' styles are technically skilled and highly proficient in his/her area of specialty.

The 'C' styles are deadline conscious, with excellent timemanagement skills.

Others on the team may seek 'C' styles out to answer detailed or process-oriented questions.

The 'C' styles approach systems, utilities, and procedures with a high standard of quality.

The 'C' styles are excellent critical thinkers, frequently asking "Why?

The 'C' styles tend to be well-prepared for meetings or contributions to report documents. They do their homework and expect the others to do the same.

The 'C' styles have a keen awareness of the broad impact of important decisions.

The 'C' styles provide significant input to projects and processes, and are alert to potential problems and controls necessary.

The 'C' styles bring a unique combination of accuracy and intuition to projects.

The 'C' styles make decisions based on factual data.

The 'C' styles have a strong ability to clarify complex issues, and to define the essence of a problem or solution.

Conscientious, 'C' styles are serious about doing things the correct way.

If given the responsibility to maintain high standards, 'C' styles will meet those standards.

The 'C' styles are frequently seen by others as an expert in their area of responsibility.

The 'C' styles have a knack for logically negotiating cooperation from others, rather than demanding it.

The 'C' styles may be too cautious when making decisions, tending to second-guess themself, rather than standing firmly behind their decision.

The 'C' styles may need to assert their more in team meetings, so that others can take their opinions into consideration.

When forming teams, 'C' styles may tend to select people who are similar to them.

The 'C' styles do not like to make waves and thus may not be verbal with their feelings and opinions, especially if they run contrary to the group.

The 'C' styles may tend to hesitate under intense pressure to make a proper decision.

The 'C' styles may be overly defensive about their position, especially when faced with change or threats.

The 'C' styles may tend to withdraw ideas in order to avoid controversy.

The 'C' styles may tend to avoid taking responsibility for problems and failures.

The 'C' styles may require a complete explanation of details before making a decision.

The 'C' styles may allow themselves to get bogged down in the details, especially when the climate becomes pressured.

The 'C' styles may be too locked into rules, regulations, and procedures, at times when flexibility is needed.

Do your homework, because 'C' styles will have already done their share of it.

Prepare your case in advance. Don't try to "wing it," using charm alone.

Approach issues in a straightforward, direct and factual way.

Keep on task with the business agenda.

Be certain that the information others have is credible.

Use a thoughtful and logical approach to discussing ideas and options.

List pros and cons to suggestions you make.

Make an organized appeal for your support and contributions.

Take your time; be precise and thorough.

Assure him/her that there won't be surprises.

Provide a specific, step-by-step timetable, complete with names and responsibilities.

Give him/her time to verify the issues and assess potential outcomes.

Be accurate and realistic; don't overinflate ideas or results.

Provide logical and practical evidence.

Be disorganized or sloppy.

Be casual, informal, or loud.

Rush the issues or the decision-making process.

Be vague about what's expected of the group.

Use unreliable evidence or testimonials.

Use someone else's opinion as evidence.

Get in the habit of manipulating ideas quickly.

Be unrealistic with deadlines.

Push too hard.

The knowledge that the products and services offered are of the highest quality.

Standard operating procedures that can support a quality initiative without being changed dramatically.

Sufficient time to consider all options before making a final decision.

Detailed examples and specific information about suggested changes in processes that may have an impact on quality.

A work environment containing minimal hostility and pressure.

Quality control standards that are respected by all members of the organization, not just by a few people.

Complete explanations of systems and processes that impact their work environment.

Work tasks of a highly specialized nature to support their natural curiosity and detail orientation.

Being included as a part of the group in social functions.

Environments in which changes are controlled and made only when proven to be necessary.

Sufficient time for effective planning.

To spend less time on details, and more attention to the big picture.

Greater participation in team efforts and activities.

Increased authority to delegate routine tasks and procedures.

Increased urgency in making decisions.

Increased confidence in their own decision-making ability.

A wider scope of perspective and operations.

Work assignments requiring high degrees of precision and accuracy, to capitalize on their high detail orientation.

Complete explanations of processes and the internal systems used.

Job descriptions which are presented clearly, with no ambiguities.

The 'C' styles demonstrate a high degree of quality control awareness.

The 'C' styles do your homework and tend to be very well prepared for meetings and appointments.

The 'C' styles are somewhat conventional and a bit cautious when it comes to making decisions that impact quality or policy.

The 'C' styles tend to be most effective in a work culture featuring minimal conflicts.

The 'C' styles may hesitate to trust newer people in the organization, until they have established their credibility.

The 'C' styles possess a broad-based awareness of the political and economic implications of any decision that is made on behalf of the organization.

The 'C' styles have an instant awareness of mistakes and instances of lapsed quality control.

The 'C' styles prefer precise time management and enjoy meetings that begin and end on time.

On the job, 'C' styles may tend to align with others with equally high-quality control standards.

The 'C' styles may tend to be a "worrier" (in a positive way), giving thought to work projects even when away from the job. They may come in after a weekend of thinking and offer an ideal solution.

The 'C' styles are likely to be one of the few members of the project team who has read all of the "fine print" featured in policies or procedures.

They are quite uncomfortable with overt conflict, aggression and anger. They will do whatever they can to avoid these situations and to avoid individuals with whom they have a disagreement.

They appear to acquiesce to the demands of others and, thus, avoid conflict. In reality, however, they are often just withdrawing to enable themselves to prepare for a future, probably covert, attempt to reestablish their position.

They often resort to various indirect techniques to manipulate the environment to make it more favorable to their position. They may resort to little known rules and procedures, the literal meaning of regulations, the use of committees, and other indirect approaches.

Although they generally avoid overt conflict, they may speak out on a matter of principle in order to protect their high standards.

Since they tend to focus on quality and their own high standards, they may become demanding in order to ensure compliance.

Their tendency to be something of a loner may make it more difficult for other people to trust them, although your demonstrated reliability tends to offset this.

They tend to hold conflicts or conflicting views in their mind, looking for proof that they are right or a new valid way of looking at things that accommodates both points of view.

C's" don't care much about social interaction (beyond common courtesy and standard pleasantries), so get to the point.

Avoid making small talk, except to initially establish your credibility.

Speak slowly, calmly and economize on words.

C's are precision-oriented people who want to do their jobs in the best possible manner.

Build your credibility by thinking with your head, not your emotions.

Before meeting, provide them with a brief overview of the agenda and length of meeting, so they know what to expect.

Show them logical proof from reliable sources that accurately document your quality, record of accomplishment, and value.

C's tend to be naturally suspicious of those who talk themselves up.

When introducing yourself to a 'C', slow your pace and speak clearly.

C's don't care much about social interaction (beyond common courtesy and standard pleasantries), so get to the point.

C's often like to answer questions that reveal their expertise, so they can be very good interviewees.

As long as you ask logical, fact-oriented, relevant questions, they will enjoy speaking with you.

Phrase your questions to help them give you the right information.

Ask open and closed questions that investigate their knowledge, systems, objectives and objections.

Make your own answers short and crisp.

If you do not know the answer to something, do not fake it. Tell them you'll get the answer for them by a certain time, and then do it.

Emphasize accuracy, value, quality and reliability.

They dislike talk not backed up by evidence.

Describe a process will produce the results they seek.

Elicit specific feedback by asking, "So far, what are your reactions?" or "Do you have any questions that you'd like me to clear up?

Present your solution that shows them they'll be correct in making the purchase.

Base your claims on facts, specifications and data that relate specifically to their needs.

C's" are cost-conscious; increase their perceived value with facts and ROI data.

C's are the likely to see the drawbacks, so point out the obvious negatives before they do. Let them assess the relative trade-offs when choosing between competing (yet imperfect) products or services.

Emphasize accuracy, value, quality and reliability.

Provide logical options with appropriate documentation and time to analyze their options.

They're uncomfortable with snap decisions and when they say they will think about it, they mean it!

If pressured by people or excessive demands, they may use "I'll think about it," as a stalling tactic.

C's" are educated, logical, comparative "shoppers." Know your competition so you can point out your advantages relative to the competition in a factual, professional way. Mention your company's strengths as you suggest questions they may want to ask your competitors that allows them to do a comparative cost-benefit analysis of the options and solutions.

Be willing to explore the subject of a conditional, "pilot program" as a way of reducing their risk.

Set a specific timetable for when and how you will measure success with the "C". Continue proving your reliability, quality and value.

Make their available for follow-up on customer satisfaction and ask for specific feedback on the product or service performance record.

If you have tips for improved usage or user shortcuts, email them to your "C" customers.

You should also ask for their ideas and opinions for how to improve your products and/or services.

When they offer you their suggestions, get back to them about how your company is incorporating their ideas into upgrades into future upgrades, revisions or new products.

As a rule, 'C's don't respond well to gifts or surprises.

A gift may be viewed skeptically, as in "Did I pay too much for this product/service?

If possible, extend the warranty or send a small gift that goes perfectly with the purchase, i.e., a mouse pad for a computer, a free hour of service, etc.

Articulate clearly at a steady rate of speech.

Remain cool, calm and professional.

Tell them exactly why you are calling.

Tell them exactly what you want them to do.

Let them know what to expect with next step.

Standard, accepted operating procedures that sometimes support complex processes.

Time to reflect and think about pros and cons to solutions.

Complete information, details, and examples, with no gaps or surprises.

Freedom from intensely pressured decisions.

Complete explanations of areas of responsibility and control.

Highly specialized assignments and technical areas of responsibility.

Support of their critical thinking skills.

Encouragement to make decisions by logic, rather than emotion.

A work group which provides close relationships with a small group of associates, rather than superficial relationships with a larger group of people.

A work environment with a predictable pattern of activity, so as to monitor quality processes.

Listen to their personal feelings and experiences.

Their style requires open and responsive interaction with others, preferably in a manner of congenial and unhurried conversation (like that between long-time friends).

Be well organized and clear in your communications.

They search for logical conclusions.

Ask your questions in a more discreet, non-judgmental manner to elicit the points, objectives, or assurances C's want.

Confirm they are open to discussing the problem or decision.

If they aren't ready, either set a definite time that's better for both of you or explore their concern in even pursuing this subject.

Give them time and space to think clearly.

When the situation is being explored, review your impression of the process.

Appeal to their need for accuracy and logic.

Keep your approach clear, clean and procedural.

Better yet, provide illustration and documentation.

Avoid exaggeration and vagueness.

Show them how this is the best available current option.

Mention their efficiency, thought processes, organization, persistence and accuracy.

Don't mix personal and professional comments unless you know them very well.

Keep praise simple and concise.

Draw them out by asking, "How would you…?" questions about problems.

They express thoughts indirectly, so persist in your attempts to get them to talk.

They need to plan for change so they can identify and bring under control any key considerations that have to be addressed.

When possible, allow them to investigate possible repercussions, especially at the beginning stages. That way they'll become more comfortable with possible changes.

Show them how to get a job done and they'll master and modify it to suit their needs.

Specify the exact behavior that is indicated and how you would like to see it changed.

Mutually agree on checkpoints and timeframes.

Allow them to save face, as they fear being wrong.

Take time to answer their most critical questions about structure and/or guidance they require in a specific situation. The more they understand the details, the more likely they will be to complete the task properly.

Be sure to establish deadlines.

Focus on your realization of how difficult it can be for them to attempt to meet the high personal standards they set for themselves.

Cite specific and appropriate examples which prove this point.

Quiet and observant; like to collect information before they enter relationships.

Socially cool and distant—wait for others to take the social initiative.

Discreet and tactful; usually won't tell secrets or the naked truth.

Serious—Naturally suspicious of others unless they've proven themselves in the past.

Attend a small gathering of close friends who have proven their value in the past.

Participate in organized activities where they can be right.

Converse logically about complete bodies of knowledge, adding key details to the conversation.

Can talk facts, not feelings.

Favor conflict-free environments.

Use a logical approach.

Listen to their concerns, reasoning, and suggestions.

Respond rather formally and politely.

Negative discussions are OK, so long as they aren't personally directed.

Privately acknowledge them about their thinking.

Focus on how pleased you are with their procedures.

Solicit their insights and suggestions.

Show them by what you do, not what you say.

Point out the most important things to remember first.

Demonstrate in an efficient, logical manner, stressing the purpose of each step.

Proceed slowly, stopping at key places to check for their understanding.

Ask for possible input, especially regarding potential refinements.

Build up to the big picture.

Share their knowledge and expertise.

Stand up for themselves with the people they prefer to avoid.

Shoot for realistic deadlines.

View people and tasks less seriously and critically.

Balance their lives with both interaction and tasks.

Keep on course with tasks, with less checking.

Maintain high expectations for high priority items, not necessarily everything.

Demonstrate more concern and appreciation to others with shared feedback: "I really appreciate your thoughtfulness.

Deal more directly with difficult people and situations.

Adjust more quickly to changes, disorganization, and errors.

Avoid dwelling on someone else's mistakes.

Take more initiative by talking to someone else first.

Act somewhat less formal and more casual.

Accept and laugh at personal limitations.

Elaborate on a response instead of replying just yes or no.