PeopleSmart in Business eBook - The Platinum Rule
PeopleSmart in Business eBook - The Platinum Rule PeopleSmart in Business eBook - The Platinum Rule
108 Five: On the Job task and take a more logical approach, then they can improve their follow-through. For instance, Interacting Socializers may have so many things going that they may forget to fi nish tasks by a deadline; or they procrastinate until the last minute because of their multiple priorities. Writing things down and prioritizing can help the Interacting Socializer remember when to do what Remember . . . INTERACTING SOCIALIZER BUSINESS CHARACTERISTICS • Like to brainstorm and interact with colleagues and others • Want freedom from control, details, or complexity • Like to have the chance to infl uence or motivate others • Like the feeling of being a key part of an exciting team • Want to be included by others in important projects, activities, or events • Get easily bored by routine and repetition • May trust others without reservation—take others at their word and don't check for themselves • Typically have short attention spans, so they do well with many short breaks INTERACTING SOCIALIZER: PREFERRED BUSINESS SITUATIONS • Like to work participatively with others • Need immediate feedback to get, or stay, on course • Like to mingle with all levels of associates and call them by their fi rst names
• Enjoy compliments about themselves and their accomplishments • Seek stimulating environments that are friendly and favorable • Motivated to work toward known, specifi c, quickly attainable incentives or external motivators (dislike pursuits that drag out over long time periods) • Open to verbal or demonstrated guidance for transferring ideas into action • Like to start projects and let others fi nish them with whom. Th ey can benefi t from handy pocket calendars that go everywhere with them. If you fi t the M.O. of this type, you can forget about using some little corner of an envelope to write on. You're probably too impatient to rifl e through piles of paperwork to fi nd it later. Steady Relater Behavior at Work Preferred job situations Secure positions and careers where they can specialize in some areas and be part of a team • Financial services • Social worker • Family doctor/nurse • Residential or community services • Teacher • Personal assistant/secretary • Insurance agent 109
- Page 75 and 76: signs personal birthday and Christm
- Page 77 and 78: Shares personal More pitch Much han
- Page 79 and 80: posters, and other personal items.
- Page 81 and 82: phone and like to build a personal,
- Page 83 and 84: fully and with less expression than
- Page 85 and 86: tive and logical alternative for so
- Page 87 and 88: If the shoe fi ts Th e dimensions t
- Page 89: DAILY EXAMPLES OF THE FOUR STYLES S
- Page 92 and 93: 74 Four: Creating Personal Power Th
- Page 94 and 95: 76 Four: Creating Personal Power Th
- Page 96 and 97: 78 Four: Creating Personal Power Th
- Page 98 and 99: 80 Four: Creating Personal Power Th
- Page 100 and 101: 82 Four: Creating Personal Power Th
- Page 102 and 103: 84 Four: Creating Personal Power Th
- Page 104 and 105: 86 Four: Creating Personal Power Th
- Page 106 and 107: 88 Four: Creating Personal Power Th
- Page 108: 90 Four: Creating Personal Power Th
- Page 112 and 113: 94 Five: On the Job Dominant Direct
- Page 114 and 115: 96 Five: On the Job never buys gree
- Page 116 and 117: 98 Five: On the Job From bus excurs
- Page 118 and 119: 100 Five: On the Job pecially, brin
- Page 120 and 121: 102 Five: On the Job • Implement
- Page 122 and 123: 104 Five: On the Job Non-Interactin
- Page 124 and 125: 106 Five: On the Job What do Intera
- Page 128 and 129: 110 Five: On the Job • Librarian
- Page 130 and 131: 112 Five: On the Job others, follow
- Page 132 and 133: 114 Five: On the Job Steady Relater
- Page 134 and 135: 116 Five: On the Job • Dislike ta
- Page 136 and 137: 118 Five: On the Job In business, C
- Page 138 and 139: 120 Five: On the Job C leaders Caut
- Page 140 and 141: 122 Five: On the Job may make it a
- Page 142: 124 Five: On the Job • Work with
- Page 146 and 147: 128 Six: Leadership Styles Th e dif
- Page 148 and 149: 130 Six: Leadership Styles staff me
- Page 150 and 151: 132 Six: Leadership Styles the same
- Page 152 and 153: 134 Six: Leadership Styles person w
- Page 154 and 155: 136 Six: Leadership Styles boring s
- Page 156 and 157: 138 Six: Leadership Styles clinch t
- Page 158 and 159: 140 Six: Leadership Styles Making d
- Page 160 and 161: 142 Six: Leadership Styles between
- Page 162 and 163: 144 Six: Leadership Styles do that,
- Page 164 and 165: 146 Six: Leadership Styles how to i
- Page 166 and 167: 148 Six: Leadership Styles Action P
- Page 168 and 169: 150 Six: Leadership Styles sanitary
- Page 170 and 171: 152 Six: Leadership Styles what the
- Page 172 and 173: 154 Six: Leadership Styles Action P
- Page 175 and 176: Chapter 7 Selling and Servicing wit
108<br />
Five: On the Job<br />
task and take a more logical approach, then they can improve their<br />
follow-through.<br />
For <strong>in</strong>stance, Interact<strong>in</strong>g Socializers may have so many th<strong>in</strong>gs go<strong>in</strong>g<br />
that they may forget to fi nish tasks by a deadl<strong>in</strong>e; or they procrast<strong>in</strong>ate<br />
until the last m<strong>in</strong>ute because of their multiple priorities. Writ<strong>in</strong>g<br />
th<strong>in</strong>gs down and prioritiz<strong>in</strong>g can help the Interact<strong>in</strong>g Socializer<br />
remember when to do what<br />
Remember . . .<br />
INTERACTING SOCIALIZER BUSINESS<br />
CHARACTERISTICS<br />
• Like to bra<strong>in</strong>storm and <strong>in</strong>teract with colleagues and others<br />
• Want freedom from control, details, or complexity<br />
• Like to have the chance to <strong>in</strong>fl uence or motivate others<br />
• Like the feel<strong>in</strong>g of be<strong>in</strong>g a key part of an excit<strong>in</strong>g team<br />
• Want to be <strong>in</strong>cluded by others <strong>in</strong> important projects, activities,<br />
or events<br />
• Get easily bored by rout<strong>in</strong>e and repetition<br />
• May trust others without reservation—take others at their word and<br />
don't check for themselves<br />
• Typically have short attention spans, so they do well with many<br />
short breaks<br />
INTERACTING SOCIALIZER:<br />
PREFERRED BUSINESS SITUATIONS<br />
• Like to work participatively with others<br />
• Need immediate feedback to get, or stay, on course<br />
• Like to m<strong>in</strong>gle with all levels of associates and call them by their<br />
fi rst names
Change language