Responsibility
Personality
Traits
T HE
T RAIT S
—
AT
A
G LANCE
01 – 30
01
Conscientiousness
02
Accountability
03
Dependability
04
Reliability
05
Ownership
06
Integrity
07
Honesty
08
Self
-
Discipline
09
Diligence
10
Sense
of
Duty
11
Punctuality
12
Follow
-
Through
13
Commitment
14
Time
Management
15
Organization
16
Attention
to
Detail
17
Proactivity
18
Initiative
19
Trustworthiness
20
Loyalty
21
Respect
for
Others
22
Candor
23
Coachability
24
Fairness
25
Humility
26
Emotional
Regulation
27
Composure
28
Resilience
29
Decisiveness
30
Adaptability
1 / 5
01
Core
foundations
The
internal
traits
.
These
decide
whether
the
work
gets
started
honestly
and
finished
properly
,
before
anyone
else
is
involved
.
Conscientiousness
The
disposition
to
be
careful
,
thorough
and
organized
about
the
things
you
have
agreed
to
do
.
Of
all
the
traits
here
,
it
is
the
strongest
single
predictor
of
prepared
,
error
-
free
work
.
In
practice
—
reviews
the
brief
twice
before
starting
,
so
nothing
surfaces
at
the
deadline
.
Accountability
Owning
the
outcome
,
not
just
the
task
.
When
something
goes
wrong
,
the
first
move
is
to
name
your
part
in
it
,
not
to
locate
someone
else
'
s
.
In
practice
—
opens
with
"
here
'
s
what
I
got
wrong
"
before
explaining
what
happened
.
Dependability
Being
the
same
person
on
the
bad
week
as
on
the
good
one
.
Consistent
quality
and
consistent
availability
,
regardless
of
mood
,
workload
or
how
interesting
the
work
is
.
In
practice
—
the
work
on
a
stressful
Tuesday
looks
like
the
work
on
a
calm
Thursday
.
Reliability
Doing
what
you
said
,
by
when
you
said
,
without
needing
to
be
reminded
.
It
is
dependability
made
visible
to
other
people
.
In
practice
—
dates
move
only
when
you
'
ve
been
told
,
and
told
early
.
Ownership
Treating
the
work
as
yours
even
when
it
began
as
someone
else
'
s
.
You
don
'
t
stop
at
the
edge
of
the
job
description
when
the
gap
would
damage
the
result
.
In
practice
—
picks
up
the
loose
thread
even
when
it
isn
'
t
their
thread
.
Integrity
Acting
the
same
way
when
nobody
is
watching
as
when
everybody
is
.
The
private
standard
matches
the
public
one
,
with
no
separate
version
for
convenient
moments
.
In
practice
—
the
expense
report
looks
identical
whether
or
not
anyone
audits
it
.
Honesty
Telling
the
truth
about
status
,
mistakes
and
limits
—
especially
when
the
truth
is
inconvenient
or
reflects
badly
on
you
.
In
practice
—
flags
the
slipping
date
on
Tuesday
,
not
on
the
day
it
'
s
due
.
Self
-
Discipline
Doing
the
necessary
thing
at
the
necessary
time
without
external
pressure
,
reward
or
supervision
.
The
trait
that
turns
intention
into
schedule
.
In
practice
—
does
the
difficult
task
in
the
morning
block
,
not
"
later
".
Diligence
Sustained
,
careful
effort
applied
to
the
unglamorous
parts
of
the
work
.
The
last
five
percent
gets
the
same
care
as
the
first
five
.
In
practice
—
proofreads
the
attachment
nobody
asked
them
to
proofread
.
Sense
of
Duty
An
internal
obligation
to
the
commitments
and
roles
you
have
accepted
,
independent
of
whether
anyone
would
notice
a
lapse
.
In
practice
—
doesn
'
t
quietly
downgrade
a
commitment
just
because
no
one
is
checking
.
2 / 5
02
Execution
habits
How
responsibility
shows
up
in
the
calendar
and
the
task
list
.
These
traits
are
visible
within
a
week
of
working
with
someone
.
Punctuality
Treating
other
people
'
s
time
as
a
form
of
respect
for
them
,
not
as
a
formality
.
Arriving
ready
is
the
point
;
arriving
on
the
minute
is
the
minimum
.
In
practice
—
on
the
call
at
9:00
with
notes
ready
at
8:58.
Follow
-
Through
Closing
loops
.
Every
commitment
either
gets
completed
or
gets
an
explicit
"
this
is
no
longer
happening
" —
it
never
just
quietly
expires
.
In
practice
—
every
open
thread
ends
in
a
reply
,
a
decision
or
a
clear
close
.
Commitment
Staying
with
a
decision
past
the
point
where
it
stops
being
interesting
.
The
middle
of
a
project
,
not
the
launch
,
is
where
this
trait
is
tested
.
In
practice
—
still
refining
the
plan
in
week
six
,
not
only
in
week
one
.
Time
Management
Sequencing
work
against
actual
capacity
rather
than
optimistic
capacity
,
with
buffers
built
in
for
the
things
that
always
take
longer
.
In
practice
—
declines
the
third
request
rather
than
promising
all
three
.
Organization
Systems
that
keep
the
work
findable
,
the
handoffs
clean
and
the
details
from
living
only
inside
your
own
head
.
In
practice
—
anyone
on
the
team
could
pick
up
their
work
and
continue
it
.
Attention
to
Detail
Catching
the
error
that
a
skim
would
miss
,
at
the
stage
where
it
is
still
cheap
to
fix
.
A
discipline
rather
than
a
talent
.
In
practice
—
spots
the
wrong
figure
in
a
table
of
forty
rows
.
Proactivity
Addressing
the
problem
that
hasn
'
t
been
assigned
yet
,
because
it
is
obviously
going
to
matter
and
obviously
nobody
has
picked
it
up
.
In
practice
—
fixes
the
broken
link
before
a
customer
reports
it
.
Initiative
Starting
without
being
told
to
start
.
The
willingness
to
produce
a
first
draft
,
a
first
version
or
a
first
attempt
rather
than
waiting
for
permission
.
In
practice
—
begins
the
draft
instead
of
waiting
for
the
meeting
.
3 / 5
03
Working
with
others
Responsibility
is
not
a
solo
trait
.
These
are
the
behaviours
that
make
other
people
willing
to
hand
you
something
that
matters
.
Trustworthiness
Being
the
person
others
can
hand
something
fragile
to
—
a
confidence
,
a
difficult
client
,
an
unfinished
piece
of
work
—
without
needing
to
manage
it
afterwards
.
In
practice
—
handed
the
sensitive
file
,
and
it
stays
exactly
where
it
was
put
.
Loyalty
Standing
behind
the
team
in
public
and
delivering
the
hard
feedback
in
private
.
Loyalty
to
the
outcome
,
not
to
the
comfort
of
the
room
.
In
practice
—
pushes
back
inside
the
room
,
backs
the
decision
outside
it
.
Respect
for
Others
Applying
one
consistent
standard
of
courtesy
to
everyone
,
regardless
of
title
,
seniority
or
how
useful
they
are
to
your
next
project
.
In
practice
—
the
same
tone
with
the
intern
as
with
the
chief
financial
officer
.
Candor
Saying
the
difficult
thing
clearly
,
while
it
can
still
be
acted
on
,
instead
of
letting
it
go
unsaid
and
paying
for
it
later
.
In
practice
—
says
"
I
don
'
t
think
this
will
work
"
while
it
can
still
be
changed
.
Coachability
Taking
feedback
without
defending
first
,
and
acting
on
it
without
being
chased
.
The
clearest
signal
that
someone
will
keep
improving
.
In
practice
—
applies
the
feedback
in
the
next
draft
,
not
the
next
quarter
.
Fairness
Giving
credit
accurately
and
applying
to
yourself
the
same
rules
you
apply
to
everyone
else
—
including
when
you
would
benefit
from
an
exception
.
In
practice
—
names
the
person
who
actually
did
the
work
.
Humility
Holding
your
own
judgement
at
the
right
size
.
Enough
confidence
to
decide
,
enough
doubt
to
be
corrected
.
In
practice
—
asks
the
question
that
reveals
they
didn
'
t
know
.
4 / 5
04
Under
pressure
Anybody
can
be
responsible
when
the
week
is
calm
.
These
traits
describe
what
responsibility
looks
like
when
the
deadline
moves
,
the
plan
breaks
or
the
result
is
bad
.
Emotional
Regulation
Feeling
the
frustration
fully
without
transmitting
it
to
everyone
downstream
.
The
skill
of
absorbing
pressure
rather
than
distributing
it
.
In
practice
—
absorbs
the
frustration
;
doesn
'
t
pass
it
along
the
chain
.
Composure
A
steady
voice
and
steady
hands
while
the
room
around
you
is
neither
.
Composure
is
what
allows
other
people
to
keep
thinking
clearly
.
In
practice
—
calm
and
specific
while
the
incident
channel
is
on
fire
.
Resilience
Absorbing
the
setback
,
taking
the
lesson
from
it
and
returning
to
useful
work
—
without
either
pretending
it
didn
'
t
happen
or
treating
it
as
a
verdict
.
In
practice
—
back
to
productive
work
the
day
after
the
launch
fails
.
Decisiveness
Making
the
call
with
incomplete
information
at
the
moment
the
decision
is
actually
needed
,
rather
than
at
the
moment
it
becomes
comfortable
.
In
practice
—
picks
the
seventy
-
percent
-
right
option
in
time
to
act
on
it
.
Adaptability
Changing
the
plan
when
the
facts
change
,
without
treating
the
change
as
an
admission
of
failure
or
a
personal
defeat
.
In
practice
—
rewrites
the
plan
on
Wednesday
when
Tuesday
'
s
facts
change
.
5 / 5
