PeopleSmart in Business eBook - The Platinum Rule
PeopleSmart in Business eBook - The Platinum Rule PeopleSmart in Business eBook - The Platinum Rule
84 Four: Creating Personal Power Through Behavioral Adaptability Everyone can become more adaptable So the good news is you can, in fact, become more adaptable. Th e accompanying bad news is that it doesn’t happen overnight, by wishing for it, or without occasional regressions back to the old behaviors you felt more comfortable with. Since adaptability involves learning techniques of mind over matter, you can speed up the process and increase your probability for success by focusing once again on the matter of who you are. Coming full circle, this means dealing with who you are. It also means personally committing to work toward overcoming these easier, more natural behaviors you will occasionally slip back into. Aft er all, you’ve done them thousands of times more than these newer, competing behaviors. Just as you consult a map when you swerve off course, you can remind yourself to stay on the road to adaptability when you fall back into your old habits. Th e Road Map to Personal Adaptability will help you increase your own fl exibility and versatility. You can also use it to coach and assist your friends, family, co-workers, and others through the same learning process. Again, this process begins with who you are. From there, you can work on either those appropriate attitude changes or aptitude changes to develop the potentials related to your own unique behavioral tendencies. Here’s how to use your own road map. First identify your strongest behavioral tendency (“D”, “I”, “S”, or “C”). Select just one goal—either fl exibility or versatility—not both at once. Th en look across the appropriate row and under the corresponding column to fi nd what you can do to further develop yourself. Since we don’t behave in a vacuum, these general self-adaptations can obviously be further refi ned for greater success when used more selectively with some types of individuals, and less so with others. Here, then, is a brief to do list for ready reference use in deciding what
specifi c types of adaptations are more appropriate when you are interacting with each of the four types of diff erent individuals. Th ese four basic development action strategies for increasing fl exibility and versatility are a good starting point for increasing your own eff ectiveness. But based on the natural human condition, they tend to be ongoing challenges. Th erefore, a second approach that complements this lifelong road map focuses on one of the many adaptability strengths noted above. To see how this might work, picture some well-known characters who are generally agreed to be lower in either fl exibility or versatility. Th e classic TV character Archie Bunker is a great example of low fl exibility. As we review the prior list of higher fl exibility strengths, notice how Archie could improve his relationships and his management of situations if he chose to work at developing four of the fi ve strengths mentioned: tolerance, respect for others, empathy, and being more positive. Action Plan . . . Steady Relaters Cultivate a casual, easy going, personable, one-on-one relationship. Treat them with warmth and sensitivity. Cautious Th inkers Use an orderly, logical, accurate approach which zeroes in on the process and procedures. Give them well thought-out, accurate documentation. Dominant Directors Get right to the point and decisively without getting bogged down in minute details. Operate with conviction, know what you’re doing, and don’t try to bluff . 85
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specifi c types of adaptations are more appropriate when you are <strong>in</strong>teract<strong>in</strong>g<br />
with each of the four types of diff erent <strong>in</strong>dividuals.<br />
Th ese four basic development action strategies for <strong>in</strong>creas<strong>in</strong>g fl exibility<br />
and versatility are a good start<strong>in</strong>g po<strong>in</strong>t for <strong>in</strong>creas<strong>in</strong>g your own<br />
eff ectiveness. But based on the natural human condition, they tend<br />
to be ongo<strong>in</strong>g challenges. Th erefore, a second approach that complements<br />
this lifelong road map focuses on one of the many adaptability<br />
strengths noted above.<br />
To see how this might work, picture some well-known characters<br />
who are generally agreed to be lower <strong>in</strong> either fl exibility or versatility.<br />
Th e classic TV character Archie Bunker is a great example of low<br />
fl exibility. As we review the prior list of higher fl exibility strengths,<br />
notice how Archie could improve his relationships and his management<br />
of situations if he chose to work at develop<strong>in</strong>g four of the fi ve<br />
strengths mentioned: tolerance, respect for others, empathy, and be<strong>in</strong>g<br />
more positive.<br />
Action Plan . . .<br />
Steady Relaters<br />
Cultivate a casual, easy go<strong>in</strong>g, personable, one-on-one relationship.<br />
Treat them with warmth and sensitivity.<br />
Cautious Th <strong>in</strong>kers<br />
Use an orderly, logical, accurate approach which zeroes <strong>in</strong> on the process<br />
and procedures. Give them well thought-out, accurate documentation.<br />
Dom<strong>in</strong>ant Directors<br />
Get right to the po<strong>in</strong>t and decisively without gett<strong>in</strong>g bogged down<br />
<strong>in</strong> m<strong>in</strong>ute details. Operate with conviction, know what you’re do<strong>in</strong>g,<br />
and don’t try to bluff .<br />
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