Description
of factors
Contents
The Facet5 Model
2.4
Description of factor
2.4
Adjectives that describe the factors
2.4
Sub-Factors that make up each factor
2.5
Work preferences of the factor
2.5
What other people see
2.5
Facet5 Factor – Will
2.6
Adjectives that generally describe Will
2.6
Sub-factor W1 – Determination
2.6
Sub-factor W2 – Confrontation
2.7
Sub-factor W3 – Independence
2.8
Work preferences of Will
2.8
What other people see with Will
2.9
Facet5 factor – Energy
2.10
Adjectives that generally describe Energy
2.10
Sub-factor E1 – Vitality
2.10
Sub-factor E2 – Sociability
2.11
Sub-factor E3 – Adaptability
2.11
Work preferences of Energy
2.12
What other people see with Energy
2.13
Facet5 factor – Affection
2.14
Adjectives that generally describe Affection
2.14
Sub-factor A1 – Altruism
2.14
Sub-factor A2 – Support
2.15
Sub-factor A3 – Trust
2.16
Work preferences of Affection
2.16
What other people see with Affection
2.17
Facet5 factor – Control
2.18
Adjectives that generally describe Control
2.18
Sub-factor C1 – Discipline
2.18
Sub-factor C2 – Responsibility
2.19
Work preferences of Control
2.20
Facet5 factor – Emotionality
2.22
Adjectives that generally describe Emotionality
2.23
Sub-factor Em1 – Tension
2.24
Sub-factor Em2 – Apprehension
2.24
Work preferences of Emotionality
2.25
What other people see with Emotionality
2.25
References and notes
2.27
Norman L Buckley BSc(Psych)(Hons) CPsychol
Rebekah J Williams BA(Hons)(Psych) MSC(BehMed) MSC(OrgPsych) CPsychol
© NL Buckley 1989–2014
All rights reserved, including translation. No part of this publication may be reproduced or transmitted
in any form or by any means, electronic or mechanical, recording or duplication, in any information
storage and retrieval system, without permission in writing from NL Buckley, and may not be
photocopied or otherwise reproduced.
Facet5 Description of factors
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The Facet5 Model
This section gives a description of the factors in The Facet5 Model. The elements in the model
consist of four ‘personality’ factors and two others that can be seen as ‘interpreting’ variables.
The personality factors are: Will, Energy, Affection and Control and the two ‘interpreting’ factors
are: Emotionality and Intelligence. Note that we are not saying that Emotionality is not a personality
factor. It is. But it also can affect the interpretation of the other factors.
For convenience we will use the shorthand outlined in the introduction and refer to the factors
as W, E, A, C and Em. Each personality factor has a cluster of expected behaviours, motivations,
attitudes and interests that are associated with it – the ‘domains’. This description includes:
Description of factor
The ‘domain’ of a personality factor means the range of behaviours that can be grouped
together to form the factor. This initial definition is critical when models are being put together.
Different theorists may define the domain slightly differently and there one domain may be
slightly different from another theorist’s definition.
An example is Emotionality (often called Neuroticism). Many define this domain very broadly
to include a range of issues such as personal perception, confidence, self-efficacy, optimism and
anxiety. This is the approach Facet5 takes. The RPQ on the other hand defines it very narrowly
as ‘Confidence’. This is not wrong but it gives a different flavour to the interpretation.
Adjectives that describe the factors
Facet5 is a ‘natural language’ model and therefore the factors can be described using common
English adjectives. This reflects the usual way that people describe others. One person is ‘friendly’
while another is ‘hostile’. One is ‘selfish’ while another is ‘giving’. For each positive adjective there
is probably an opposite negative or critical one. These are referred to as ‘semantic differentials’
(pairs of words or phrases which tend to be opposite in meaning).
For each domain, there is a balanced list of positive and negative adjectives for both high and low
scores in the domain. In Facet5 we refer to these as Benefits and Risks. In general a person
is unlikely to have all the benefits of a high score without at least some of the risks. A core part
of feedback with Facet5 is to get people to recognise this. One person’s ‘assertiveness’ is another’s
‘argumentativeness’. One person’s ‘interest’ is another’s ‘interference’.
2.4
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Facet5 Description of factors
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Sub-Factors that make up each factor
Although there is considerable agreement over the number of main factors (five), some people
argue that they need more than five factors to get a good picture of the behavioural dispositions
of people. Some use this argument to deny the utility of the five-factor model while others suggest
that in fact the five main factors can be broken down into a more complex model. The five Facet5
factors are known to contain thirteen sub-factors. These sub-factors are described more fully below
and the process for extracting them is covered in Section 3 – Technical Summary.
This guide gives the description of the sub-factor (both the high and low end) and some sample
items that go to make up the sub-factor.
Work preferences of the factor
It has been shown for many years that people with particular personality characteristics are
attracted to particular roles. We use the term ‘role’ rather than ‘job’ because the labels given to jobs
can be very misleading. Take two sales jobs. One is selling tourist articles in a shop in an airport.
The other sells aircraft. Both are technically ‘sales’ but the ‘role’ is very different. One is short selling
cycle, high volume, low value, limited repeat business. The other is long selling cycle, very high
value with hopes of a long term customer relationship. Same job but very different roles.
Research with Facet5 has identified ‘role elements’ that are associated with each of the factors.
These are listed in this section. A more comprehensive description is found in Facet5 –
Work Preferences.
What other people see
A critical part of any psychometric review is it ‘validity’. Validity can be defined in a number of ways
(see Facet5 – Reliability and Validity for a detailed analysis of the validity of Facet5). However one
of the most relevant ones is the simple question:
Does this score match what other people see?
In other words, if a person has a high score on Will does the observed behaviour match what
is inferred from the Facet5 score.
In this section we describe, for each factor, the key behaviours that other people report seeing.
These are taken from a comprehensive analysis of over 2500 360 feedback reviews. A more
detailed analysis of this can be found in Doors of Perception available from the Facet5 website.
2.5
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Facet5 Description of factors
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Facet5 Factor – Will
Description of factor
The driving force is the promotion and defence of the person’s own ideas. The focus is inwards
on personal beliefs and values and may extend to a search for ‘basic truths’. Will is the domain
associated with power and the link between a motive for power and corporate success is well
documented1. Will has a number of elements but the key to it is strongly held personal beliefs.
Adjectives that generally describe Will
Risks of
Benefits of
Risks of
Benefits of
High Will
High Will
Low Will
Low Will
Inflexible
Independent
Unassertive
Flexible
Domineering
Determined
Submissive
Adaptable
Wilful
Goal oriented
Indecisive
Understanding
Stubborn
Assertive
Self abasing
Responsive
Argumentative
Relentless
Unassuming
Accommodating
Dogmatic
Decisive
Dependent
Accepting
Obstructive
Purposeful
Irresolute
Agreeable
Opinionated
Direct
Compliant
Obliging
There are three sub-factors which make up Will and they are described below.
Sub-factor W1 – Determination
People with high Determination have strong views, will not sacrifice principles and are among
the first to speak out on issues. They tend to respect and value influence and authority,
are individually competitive and emphasise personal achievement. They will often see themselves
in roles of influence. Changing the way people think and act requires a strong sense of self-belief
and conviction of their own point of view. They would like to be able to say ‘I did it my way’.
They feel it is important to set clear goals for others and to clarify objectives.
2.6
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Facet5 Description of factors
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People with low Determination are much more accepting and adaptable. They are tolerant of others
views and prefer to wait and see how things pan out before committing. They are likely to take
a back seat in discussions, at least until the alternatives have been explained and then they prefer
to make decisions carefully and through consultation. As a result they are much more willing
to bend and adapt to a group decision. Such people do not have strong personal views and can
be frustrated when others demand that they make their position known. They do not have strong
pre-conceptions and wait to see the evidence before deciding. As a result they may be accused
of being indecisive. They tread lightly as they go through life.
Typical Determination items include
It is important for a manager to fit
in with what the team wants
It is important for a manager to
set very clear goals for others
I am quite easy to convince
It takes a good argument to make
me change my mind
I like to see how things pan out before
taking on responsibilities
I have often been the first to take
responsibility for things
Sub-factor W2 – Confrontation
People with high Confrontation scores are assertive and will argue a case strongly. They enjoy
being challenged, are unafraid and make excellent advocates for a cause. Their ability to develop,
propose and defend a point of view is unequalled. They will dig their heels in and may hold on to
a view too long at times. Their capacity to respond to challenge makes them highly likely to succeed
in management groups. This sub-factor can be associated with the ‘flight vs. fight’ response.
Such people have a natural tendency to challenge, to defend and to argue their position.
People with low Confrontation scores prefer to accept others views and avoid direct confrontation
where possible. They listen to others, allow them time to make their point and try to accommodate
where possible. They are democratic and accepting, trying to find a consensus and to avoid open
argument. They will try to defuse an argument, by giving ground if necessary.
Typical Confrontation items include
When I have a problem I seek
the advice of others
If I have a problem I want to sort
it out by myself
It is always better to give people support
and understanding
I would rather risk hurting someone
than evade the truth
I always try to be flexible
I will not sacrifice my principles
2.7
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Facet5 Description of factors
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Sub-factor W3 – Independence
High Independence people prefer to sort out problems by themselves rather than to consult others.
They take time to formulate their own views and are independent minded. They are happy to
explain their wishes to others and to persuade them but in the end are quite prepared to go it alone.
They are capable of maintaining focus without other people’s input.
Low Independence people are more team oriented. They like to feel they have group support
and are therefore prepared to discuss their ideas and to modify their approach as required.
They are looking for agreement and as a result are less likely to take radical, independent views.
Typical Independence items include
I am a bit too flexible and adaptable
I can be rather too stubborn and argumentative
I am best when arguing a case in
a moderate and calm manner
I am particularly good at arguing
a case aggressively
If I have to correct someone I choose
the right time and place
If a problem arises with someone at work
I act fast and hard
Work preferences of Will
High Will people are frequently very sure of their career direction and make these decisions early
and stick to them. Most professionals (lawyers etc) are High Will which is not surprising.
The core drive for High Will would seem to be that of influence. If they do not feel they are
influential, that their views are well respected and that they have the opportunity to shape,
direct and control people and situations, they will become more frustrated and argumentative.
Key job elements are:
• Having control over others in order to shape direction
• Having control over performance so that their influence on the results can be seen
• Taking decisions, particularly those that will make a genuine difference to performance
• Influencing others by discussion, persuasion and argument
• Striving against odds and winning, again demonstrating their own ability and resilience
• Dreaming and creating something of their own, which has their name on it and which reflects
their own views and philosophies
• Thinking up new ideas
• Leading people, taking charge and influencing their activities
• Responding to a challenge, particularly a difficult one.
2.8
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Facet5 Description of factors
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Low Will has a different set of drivers. Such people are much more team oriented with an emphasis
on collaboration, joint decision making and a collegiate atmosphere. They prefer environments that
are flatter in structure, where people know what they are required to do and do not need to be told.
They prefer jobs where decisions are made through discussion and without argument.
Key job elements for Low Will are:
• Shared responsibilities in a team
• Working with people they like so arguments are reduced
• People who don’t need to be told
• People who work without argument and are prepared to compromise
• Something they know they can do so they do not have to prove themselves
• Regular hours and clear instructions so they know what they are required to do.
What other people see with Will
High Will people tend to have a clearer idea of what they want and are more persuasive
in presenting it. They would also insist on a focused approach to the goal.
In detail High Will are seen as:
• Quick to challenge ideas
• Constantly challenges the status quo
• Makes people defend their ideas
• Projects ideas with confidence
• Stretches people intellectually.
Conversely Low Will people are rated as skilled in terms of:
• Always able to put people at ease
• Tolerant of individualists
• Is as willing to listen as talk
• Always careful not to override other people
• Is sensitive to people’s feelings.
2.9
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Facet5 Description of factors
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Facet5 factor – Energy
Description of factor
People who score high (extraverts) are energetic, alert, active and enthusiastic. They are gregarious,
competitive, fun loving and sociable. They are optimistic and get excited about new ventures.
Low scores (introverts) are quieter, more reserved and private. They keep to themselves, take some
time to get to know but then make very strong long term friends. They tend to avoid social events
and may seem distant and aloof to colleagues who want them to join in more.
Adjectives that generally describe Energy
Risks of
Benefits of
Risks of
Benefits of
High Energy
High Energy
Low Energy
Low Energy
Distractible
Energetic
Aloof
Autonomous
Disruptive
Enthusiastic
Indifferent
Serene
Interfering
Gregarious
Cool
Quiet
Exhibitionist
Competitive
Unsociable
Confidential
Insensitive
Sociable
Unresponsive
Reserved
Garrulous
Active
Uninvolved
Private
Unthinking
Animated
Insular
Undemonstrative
There are three sub-factors which make up Energy and they are described below.
Sub-factor E1 – Vitality
People with high Scores show physical energy, alertness, attentiveness, speed of movement and
enthusiasm. The essence of this dimension is excitement about doing things. Such people show
some of the most visible characteristics of Energy and the one that, in western cultures at least,
encompasses many of the most socially desirable traits. They like change and variety and will seek
out those situations that offer these. They are largely ‘event-driven’ and they respond to what is
happening around them.
People with low Scores are quieter and unhurried. They consider their actions more carefully and
appear to go about things in a slower way. To some people their style can seem to indicate lack
of motivation or enthusiasm. They can act as a useful brake for other’s impetuosity but may hold
new tasks back by failing to show enthusiasm.
2.10
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Typical Vitality items include
I don’t get carried away with new fads
I tend to have most of the latest gadgets
I feel self conscious when I’m the centre
of attention
I enjoy being the centre of attention
I don’t get over-enthusiastic
I find it hard to hold my enthusiasm in check
Sub-factor E2 – Sociability
People with High Scores need to be involved in what’s happening around them and to be
recognised by the group. Their participation is valuable for newly formed teams since they reach
out to people to make contact quickly. They are competitive in a team sense but they need others
around to keep the spirit of competition going. They can be bored quickly if others don’t join in.
People with Low Scores are less demonstrative, more private and reserved. This can be seen
as aloofness or indifference by others and can make the person rather difficult to get to know.
Such people may establish very good relationships but take much longer to do so. They may have
fewer friends than those with high scores but the friendships are likely to be more long lasting.
Such people prefer to be left alone or at least to be allowed to choose their company. They can be
quite self-conscious and ill at ease in social situations and, when the score is extreme, will go out of
their way to avoid people or groups. They tend to think more deeply and are more private. They can
seem to be slower to get involved in new teams or groups and do not reach out to others as much.
Typical Sociability items include
I think it is best to keep work and
private lives separate
People who work together should
know each other socially
I do not enjoy company social events
I enjoy meeting colleagues at company
social events
I’m careful about making new friends
I make new friends easily
Sub-factor E3 – Adaptability
People with High Scores absorb information from their environment and are curious and exploratory.
They look at the outside world and need regular feedback from it. When given a problem to solve
they seek input from others, bouncing ideas off them and seeking their support. They then form
their ideas by absorbing information from outside, offering a collegiate or group effort.
People with Low Scores, when faced with a problem prefer to work on it alone and to present their
findings after careful consideration and thought. They are experts and like to be allowed to use their
expertise. However they are not particularly interested in public recognition for their efforts.
2.11
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Facet5 Description of factors
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Typical Adaptability items include
I like to work alone in order to concentrate
I find I get inspiration from having
people around me
If I have a problem I like to be able to think
it through myself
I like to have someone I can
bounce ideas off
If I make a plan I stick to it through
thick and thin
I prefer to adapt my ideas to
changing circumstances
Work preferences of Energy
When asked about career satisfaction, high Energy usually identifies the entrepreneurial, team
and persuasive aspects as those parts of the role which appeal most. As a result high Energy may
develop a career through a series of job placements that do not necessarily overlap. They tend to
stay in an area until they feel they have explored it as far as they want and then become attracted
to something different, offering a change and an opportunity to learn new skills. Important Career
Factors for high Energy are:
• Being seen as a leader within a team
• Close relationships with colleagues
• A variety of challenges to prevent boredom setting in
• Being able to persuade and convince others so sales roles often appeal
• Entrepreneurial activities which involve new ventures and changes
• Being seen as a manager so that there is some prestige
• Meeting new people both within and outside the company so some form of representative
is often indicated
• Public recognition of efforts – being in the limelight
• Working for a prestigious company with some style and panache.
It may be unrealistic to talk of high Energy in terms of identifying a single ideal career direction
since the very act of specifying a long term career can in itself prove demoralising as they prefer
change and variety.
2.12
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Facet5 Description of factors
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Low Energy people are very different. They will actively shun publicity and are much happier
working in a way which allows them to use their professional or technical skills. They would
dislike roles where they had to promote themselves, preferring to allow their efforts to speak
for themselves. Important career factors for Low Energy are:
• The freedom to develop their own ideas
• Working on their own area of specialism
• The ability and time to focus on what is important to them
• Working in a technical specialty where they feel they are an expert
• Working with experts who share their interests and views
• Companies which develop expertise in specific areas
• Being their own master and not having to relate too closely to others on a personal level
• Not to have to ‘sell themselves’, preferring to rely on their skills and achievements
to speak for them.
What other people see with Energy
When working with others, high Energy people are persuasive and challenging. They get involved
in discussions and contribute broadly. As managers you would expect to find them approachable,
communicative and supportive of change and innovation. When asked to comment other people
make the following comments.
High Energy are seen to be people who are:
• Talk with enthusiasm and conviction
• Get excited by the opportunities we have
• Enthusiastic about new ideas
• Passionate about new ideas
• Motivating to listen to.
On the other hand, Low Energy tends to be seen as people who:
• Never seems to prejudge issues of performance
• Are always careful not to override other people
• Are very quick to see logical errors and difficulties
• Are as willing to listen as talk
• Always tries to understand before commenting.
2.13
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Facet5 Description of factors
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Facet5 factor – Affection
Description of factor
People who score strongly on Affection are genuinely positive about other people.
They are typically warm and supportive, responsive to others’ needs, sympathetic and
understanding. They are open-minded and receptive to new ideas. They tend to be selfless and
are prepared to sacrifice their own interests for others. They are loyal and trusting, but may be
seen as naive by more ‘worldly’ people.
People who have low scores are more pragmatic and business-like. They are quick to seize
opportunities and take advantage. They take decisions quickly and don’t get confused by
alternatives. Some people will see them as cynical and unsympathetic.
Adjectives that generally describe Affection
Risks of
Benefits of
Risks of
Benefits of
High Affection
High Affection
Low Affection
Low Affection
Naive
Warm
Self advancing
Realistic
Too trusting
Supportive
Cynical
Pragmatic
Innocent
Understanding
Opportunistic
Objective
Susceptible
Responsive
Hard-nosed
Astute
Soft
Kind
Unsympathetic
Business-like
Gullible
Sympathetic
Inconsiderate
No-nonsense
Unworldly
Compassionate
Disagreeable
Shrewd
Too ingenuous
Open
Affection sub-factors are described below.
Sub-factor A1 – Altruism
People with High Scores tend to state that they believe that there is good in every one, that everyone
deserves a second chance and that they don’t like to judge people. They believe in the fundamental
human ‘goodness’ and that we should give and not expect to be repaid. They like to feel that they
are contributing something to society and that the work they are doing has some meaning and
value. They are selfless and understanding.
2.14
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Facet5 Description of factors
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People with Low Scores feel that people get what they deserve, that most are looking out for
themselves anyway. They believe in a tougher, more focused world where we each get out of it
what we put in. They need to see a return for their efforts and see the world in a more concrete way.
They believe that it is a ‘dog eat dog’ world and that a person needs to be careful to avoid being
taken advantage of.
Typical Altruism items include
You can’t blame someone for taking
advantage of a situation
I don’t like people who take advantage
of a situation
When it comes down to it I’ll look after
myself first
I like to do things which benefit
other people
I believe in looking after Number One
I put other people’s needs ahead of my own
Sub-factor A2 – Support
People with high scores are warm and supportive, responsive to other’s needs, sympathetic
and understanding. They tend to be selfless and will sacrifice their own interests for others.
More cynical people may take advantage of them. They encourage contributions. They are good
listeners and enjoy theory and discussion even if it is a little hypothetical. They are quick to offer
help and understanding when things go wrong and will try to make allowances for others mistakes.
People with low scores are less forgiving and more demanding. They expect people to deliver and
can be critical if they do not. They do not accept excuses and can seem tough. They have a natural
scepticism that ensures they are not taken advantage of.
Typical Support items include
Many unemployed are unemployable
Everybody has the right to a decent job
To be frank some people are beyond help
All most people need is a little help
and understanding
Some people don’t have any
redeeming features
Everyone has their good points
2.15
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Facet5 Description of factors
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Sub-factor A3 – Trust
People with high scores tend to take people at face value. They will give others the benefit of the
doubt and make allowances. They believe what they are told and do not expect people to lie to
them. When told ‘the cheque is in the post’ they believe it. As a result they can be very disappointed
when it becomes clear that someone has let them down but they are usually willing to accept an
apology or explanation.
People with low scores have a more questioning attitude towards others, tend towards
self-advantage and are willing to manipulate to get what they want. Hard-headed and pragmatic
in business matters they do not allow ‘soft issues’ to influence their judgement. Others may
see their ‘down-to-earth’ and realistic style as unsympathetic and lacking in compassion.
Their scepticism usually ensures that they are not taken advantage of since they will be alert
to sharp practices. They will however also use such techniques themselves if there is an advantage
to be gained. They will prove shrewd and astute with much of the style that leads to success
in a ‘wheeling & dealing’ environment. They prefer to deal with practicalities and utility.
Typical Trust items include
In business most people are motivated
by personal gain
In business most people are prepared
to help others
Social welfare programmes do more
harm than good
Social welfare programmes are a sign
of a civilised society
Most people will take advantage of a situation
Most people can be trusted
Work preferences of Affection
People with high Affection need to feel that their work has an intrinsic value and has some meaning
to society at large. Such people develop their careers slowly, usually by gradually broadening their
range as they find interesting alternatives to what they are doing. However they tend to keep to
what they were originally doing as well leading to an ever broadening field of interest. When asked
they state that they want to have work which provides:
• A service to others
• A sense of companionship
• A worthwhile cause
• A value to society
• A sense of team membership
• The ability to help others
• A contribution to the community.
2.16
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Facet5 Description of factors
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People with low Affection see careers in a much more personally focused way. They see them
as a means to an end and need to be able to get quick tangible rewards for the work they put in.
When asked, they say that what they want from their work is:
• Reward proportional to the efforts that they put in
• The opportunity to be seen to shine in a competitive sense
• Simple, clear objectives which are not open to interpretation
• Payment for results so they know where they stand
• To be wealthy in material terms
• Material reward, usually in monetary terms
• The chance to build my own business and to reap the rewards from it.
What other people see with Affection
High Affection people do value people as individuals and are more likely to be tolerant and to search
for the good in others. They also care more so will provide constructive advice and they are more
willing to look at the situation from another’s point of view. So they will help people to do better.
As a result, when asked to comment, other people describe people with high Affection in the
following way:
• Happy to see other people develop and advance
• Makes people feel valued for what they are
• Always careful not to override other people
• Listens carefully to what people want
• Is sensitive to people’s feelings.
On the other hand, people with low Affection are seen as:
• Quick to challenge ideas
• Makes people defend their ideas
• Constantly challenges the status quo
• Encourages risk taking
• Makes it very clear when things need to be done by.
2.17
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Facet5 Description of factors
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Facet5 factor – Control
Description of factor
The keynote here is self-control, constructive self-criticism and conservatism. Highly controlled
people like order, structure, planning and prefer to think ahead. Duty and responsibility are
cornerstones of Control and such people will become frustrated and disillusioned if others don’t
share their views about right and wrong behaviour. They are conscientious, loyal and ethical and
can be relied upon to apply themselves consistently to their duties.
Low scores are more easy-going and laid back. They tend to live for the moment and take things
as they come. They are uncritical and liberal in their views. They can seem to be casual,
unplanned and even unreliable.
Adjectives that generally describe Control
Risks of High
Benefits of High
Risks of Low
Benefits of Low
Control
Control
Control
Control
Authoritarian
Logical
Irresponsible
Individualistic
Inhibited
Reliable
‘Short term’
Creative
Intolerant
Conscientious
Unreliable
Uninhibited
Cold
Discriminating
Unfocused
Natural
Moralistic
Practical
Unplanned
Laid back
Uncompromising
Discreet
Amoral
Free thinking
Rigid
Moral
Unpredictable
Casual
Indiscreet
Liberal
Narrow-minded
Control sub-factors are described below.
Sub-factor C1 – Discipline
People with High Scores are more self-controlled and constructively self-critical. They tend to be
more conservative and interested in maintaining the status quo. They like things to be well ordered
and planned and prefer to think ahead. They are prepared to take a long-term view and to be
patient. They do not like to be rushed and look to do things in a measured and careful way.
They can be seen as perfectionists.
2.18
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Facet5 Description of factors
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People with Low Scores are much more instinctive and individualistic since they will do whatever
comes naturally. They feel free and unrestrained by normal rules and social strictures. This allows
their individuality to show but they may be seen as rather irresponsible and ‘short term’ in their
thinking. They may have some difficulty in focusing on the longer-term benefits. However they are
more freethinking and less ‘rule bound’.
Typical Discipline items include
I’m impatient to get started on new tasks
I can’t leave a task till it is finished
Once the initial interest wears off I get bored
I enjoy following a task through to the finish
I have great difficulty in settling down
to routine work
I don’t mind routine work if I can see
a purpose to it
Sub-factor C2 – Responsibility
People with high scores on Responsibility take things quite seriously and have a ‘mature’ attitude
to work. They always try to adopt a ‘responsible’ attitude and take their duties seriously. In fact, duty
and responsibility are cornerstones of such people and they become frustrated and disillusioned
by people who don’t seem to share their views about rights and wrongs. They find it difficult to cope
with erratic or unpredictable behaviour in others. They are conscientious and will apply themselves
consistently (even to unpleasant tasks) if they feel it is their duty. In spite of the tendency towards
conservatism and control (which can lead to a lack of spontaneity), this dimension is the one
primarily responsible for self-improvement. Such people are driven by a desire to do things better,
more efficiently and in an ordered manner. There is a constant element of dissatisfaction with the
status quo coupled with the desire and willingness to change things for the better.
People with low scores want things to happen more ‘naturally’ without restraint or inhibition.
They are more hedonistic and will see attempts at control as stifling individuality. They believe
in letting people have their freedom and will fight against attempts to restrain them. In extreme
cases this search for freedom can become rebelliousness and they can be deliberately disruptive.
They will constantly search for easier ways of doing things and their constant challenge to the
establishment may be viewed as irresponsibility or disrespect. They have little time for hierarchy
or order, preferring radical concepts. They can be viewed as mavericks, unwilling to fit into a large
corporate regime.
Typical Responsibility items include
Different situations require different approaches
I insist on high standards at all times
There’s no such thing as the ‘right’ thing
Under pressure I think I would still do the
‘right’ thing
Rules must be interpreted to fit the situation
There are certain codes of conduct which
are absolute
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Work preferences of Control
People with high Control look to develop their careers in a logical and planned way. They want
to know where they are going and to see that they are on track. Their ability to delay reward makes
them well suited to long term career-planning in large organisations. Providing they can see that
they are progressing, roughly in proportion to the effort they are putting in and the results they are
achieving, they are happy. When asked they say they would like roles which offer:
• Status and respect concomitant with their position. Therefore leadership and recognition
are important
• Work which requires precision and care so they can be sure of delivering a professional result
• A system or schedule to stick to so they know where they stand
• An orderly workplace with adequate resources – they are quickly frustrated if they are given
poor materials or technology to work with
• The opportunity to supervise or lead people to deliver what is asked
• An appropriate social status
• Team membership – they need to feel that they are part of a larger operation
People with low Control have a very different attitude to life. They are strong individualists and
therefore are going to prefer work which lets them do their ‘own thing’. They often don’t fit into
traditional corporate environments, preferring more radical and liberal climates. This is clear when
they are asked about what matters in their career they prefer:
• A relaxed atmosphere without too many rules and regulations
• The freedom to work on ‘concepts’ rather than the details of implementation
• Starting new projects rather than finishing things off
• Working with individualists who are radical and innovative like them
• Freedom from constraint so they can do what they like
• A ‘status-free’ environment without position or too many defined expectations.
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What other people see with Control
High Control people think in a more planned way so are happier when they have goals to work
towards. They also like the idea of measurement so monitoring performance comes naturally
to them. They are also likely to recognise that ‘Feedback’ is part of the process so will follow
it through to tell people how they are doing. When asked how they view people with high Control
people who work with them say:
• Keeps good records of progress
• Insists on regular reports on performance
• Makes sure relevant information is on hand
• Makes it clear when things need to be done by
• Sets very clear objectives for people.
On the other hand people with low Control are thought to be:
• Quick to explore alternatives
• Quick to challenge ideas
• Often relying on intuition
• Encourages risk taking
• Is always looking for new ways of doing things.
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Facet5 Description of factors
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Facet5 factor – Emotionality
In some ways this is the most important single factor within the Facet5 model. Frequently called
Neuroticism, Anxiety, Stability or Stress Tolerance, it not only covers a wide range of elements
itself but it also affects how the other factors work. For example, as Em increases so performance
becomes harder to predict and the more negative aspects are more noticeable. It is therefore very
important to get a good measure of it. Many questionnaires ask very obvious questions about
it resulting in biased answers. Facet5 looks at Emotionality in a more subtle way by addressing
the known but less obvious correlates of Emotionality. For example:
• Concentration: People with high Emotionality are more easily distracted by events around them
and can have difficulty maintaining concentration
• Confidence: High Emotionality leads to an underlying self doubt which can damage confidence.
• Defence mechanisms: People with high Emotionality look for external reasons to explain failures
and difficulties e.g. rationalisation, denial and avoidance
• Habits and phobias: Emotional people get stuck in superstitious habits eg, favourite socks,
Friday the 13th etc
• Mental conflict / hypochondriasis: Some Emotional people suffer a genuine confusion by having
so many things going on with seemingly no solution – it’s all too complicated2
• Mood Swings: People with high Emotionality vary in more their mood for no obvious reason
– there are just good days and bad days
• Nostalgia / reminiscence: more Emotional people think back to past times when things
‘were better’. This may be linked to a present feeling of failure
• Objectivity and balance: Personal sensitivity can make it difficult for emotional people to be
completely objective – things matter too much
• Obsessional memory and absent-mindedness: For emotional people some things just seem
to be a constant worry, even when they are not so important in the cold light of day.
Although there is clearly some variation between managers in terms of, say, their excitability or
susceptibility to stress, that variability tends to be far less wide-ranging than it is among the general
population. Extremely emotional individuals tend not to show the consistent application that would
lead to their entrance to and promotion through management grades.
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There is still, however, likely to be some variation within this dimension, and in many cases the
benefits of richer emotional experience far outweigh the negative aspects of unpredictability.
Those who are too predictable can be at just as much of a disadvantage as those who are
extremely unpredictable when it comes to managing other people.
Other questionnaires derived from more of a psychiatric or psychopathological background stress
only the positive aspects of low Emotionality and the negative aspects of high Emotionality. From
a strictly psychological point of view this is probably correct but a management perspective can be
quite different. Although the excitement and mercurial nature of Emotionality can cause difficulties
due to the unpredictable and inconsistent behaviour, it can also act as a spur to creativity and can
add colour and interest to a team. Similarly, the unflustered and consistent behaviour typical of low
Emotionality can be seen as dull, complacent and overconfident. This comfort with self can make
it hard to convince such people that there is any benefit in changing their behaviour.
Emotionality affects the individual in two general ways; those which affect the view of self
(confidence, depression, moods etc) and those that relate to the way of processing information.
People with high Emotionality tend to handle data in a less procedural and analytical way. There is
more of a tendency to make judgements on an emotional level and to react rapidly to events around
them. This may lead to difficulties maintaining focus on the key issues, prioritising, becoming
distracted. Emotionality sub-factors are as follows:
Adjectives that generally describe Emotionality
Risks of High
Benefits of High
Risks of Low
Benefits of Low
Emotionality
Emotionality
Emotionality
Emotionality
Volatile
Vigilant
Complacent
Consistent
Unpredictable
Vibrant
Unmoved
Stable
Moody
Passionate
Dull
Confident
People with higher Emotionality:
• are better able to sense impending dangers. Unemotional people tend to deny threats and be
cavalier about dangers. Emotional people can sound early warning signs
• can often add the sharp focus, preparation and attention to detail required to make a professional
shine
• can recall past events vividly and some have suggested this provides a spur to learning from past
mistakes.
• are less self assured and therefore more modest
• are seen as passionate as their emotional intensity comes to the fore
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• may improve performance more than their stable counterparts in environments that facilitate
more intense work engagement
• are more vigilant and attend to potential threat. They are more cautious, have greater impulse
control, and avoid errors
• are an asset to a team or project where their awareness of drawbacks can see them acting as the
voice of ‘reason’.
Sub-factor Em1 – Tension
At the high end this is a general predisposition to feel tense and anxious, especially as important
events get closer. People who score high on this tend to worry more, to feel a general sense of
unease and tension. They are more likely to lose sleep over issues and to feel stress and pressure.
People at the low end of the scale people are more relaxed and carefree. They don’t feel stress
to any great degree and tend not to worry but can seem to some to be rather unconcerned and
oblivious to the stresses that others live by.
Typical Tension items include
I just take things as they come
As an important event gets closer I tend
to worry more about it
I am generally relaxed and carefree
I sometimes feel restless and ill at ease
I’m quite contented with the way I am
There are a lot of things I would like
to change about myself
Sub-factor Em2 – Apprehension
High scores tend to be less optimistic, to trust less to luck and to be less confident that things will
go right. They do not assume that things will work out and tend to double check more. They are less
satisfied with their life and see things as rather uncertain. If given their life over again they can think
of a lot of things they would like to do differently.
People who score low have a confident way of going about things, are assured and relaxed.
They are optimists and believe that things will usually work out for the best. They are happy with
themselves and the way they are and can’t see much that they would want to change. The take
things day by day and don’t worry too much about the future. In extreme cases they can seem
blasé and overconfident, blind to risk and casual in their approach.
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Typical Apprehension items include
Once I’ve mastered a situation I like to move
on to something new
I like to stick to what I know I’m good at
I’m not really a nostalgic person
I often get quite nostalgic about the past
I have a clear idea of what I want
I find my views of what I want can change
from day to day
Work preferences of Emotionality
Research with Facet5 suggests that Emotionality does have an influence on work preferences but
in a somewhat unusual way. Rather than suggesting specific activities that are appealing,
Emotionality seems to be associated with the conditions under which work or even life is lived.
When asked, people with high Emotionality chose the following elements as important:
• To be able to spend without worrying
• To be an expert in my field
• To work with people I like
• Ample possessions.
The elements that seem to run through these are predominantly negative rather than positive.
People seem to be asking to be released from stress and pressure and to be able to do what they
want. From this it would appear that what Emotionality adds to work preferences is a need for
comfort with themselves. For more detail on this see Facet5 – Work Preferences.
What other people see with Emotionality
People with high Emotionality tend give themselves lower ratings. This is not surprising since
a core of Emotionality is a tendency towards self-doubt and reduced self-confidence.
However this negative view is not shared by independent observers. When asked other people
see high Emotionality in the following ways:
• Quickly lets people know if there’s a problem
• Has good grasp of the detail
• Is very quick to see logical errors and difficulties
• Is sensitive to people’s feelings
• Is quick to identify variations from the plan.
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However they also note that people with high Emotionality tend not to do the following:
• Makes people see performance reviews positively
• Reviews performance at appropriate intervals
• People know how they will be measured
• Shows how individual goals link to corporate goals
• Ensures people know how performance will be evaluated.
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References and notes
1 Bienvenu OJ, Samuels JF, Costa PT Jr, Reti IM, Eaton WW & Nestadt G (2004). Anxiety and
depressive disorders and the five-factor model of personality: A higher- and lower-order personality trait
investigation in a community sample. Depression and Anxiety, 20: 92–97. doi: 10.1002/da.20026.
For a recent study on this topic see www.ccl.org/leadership/pdf/research/roleOfPower.pdf.
2 Costa PT Jr & McCrae RR. Hypochondriasis, neuroticism, and aging: When are somatic complaints unfounded?
American Psychologist, Vol 40(1), Jan 1985, 19–28.
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