PeopleSmart in Business eBook - The Platinum Rule
PeopleSmart in Business eBook - The Platinum Rule PeopleSmart in Business eBook - The Platinum Rule
128 Six: Leadership Styles Th e diff erence is that Cautious Th inkers are concerned with achieving their own desired standards in a way that does not cause further problems by rubbing other people the wrong way. The Dominant Director Leaders Move over and let them do their thing Th ey’re like wild horses that don’t like to run in rigid formation. But why hobble them if they’re able to get blue ribbons in their own way? Or even start and develop their own herd? If you confi ne them, Dominant Directors may become harsh and stubborn; let them do their own thing and they may very well impress you. Agree on the goal and specify the boundaries of the playing fi eld. Th en get out of their way. Th is requires other people to ignore some of the Dominant Director’s natural competitive spirit and, instead, focus this energy on a common goal for bettering the organization. Dominant Directors seek this sort of encouragement and feedback to function most eff ectively within the general framework of shared expectations. But don’t expect them to follow every procedure to the letter. How to develop Dominant Directors When coaching a Dominant Director, he likes to learn the basic steps to quickly sift out what he wants. “I don’t really plan to read this 200 page computer manual just to learn how to set up pages in three columns. Just teach me what I have to know so I can do that.” In the interest of saving time, D’s may try to fi nd shortcuts, so show them the simplest, fastest route to get them to their stated destination. Th e thought of reassuring someone or explaining something more than once smacks of frittering away precious moments that he’d rather spend on action and results. So he doesn’t bother with details. Focus on the high points, please, like what is to be done by when. He wants
to know only those details required to get a contraption to function so he can then turn to other important new opportunities—like making money, for instance. Instead of covering steps one through 24, he prefers hearing about key steps 1, 6, 12, and 24. Forcing him to sit through all 24 points seems like torture to a D. Th is lack of attention to details can result in his searching for new ways to streamline his routine jobs in getting his desired eff ects more readily. Toward appropriate management When Don Cipriano, the former number one worldwide salesperson for Performax International, conducted a session on Motivational Management in London many years ago, he said, “We manage people the way they need to be managed, not the way we want to manage.” One manager, John, commented that concept really hit home because his high D (Dominant Director) behavior was creating some problems with his S (Steady Relater) and C (Cautious Th inker) staff . For four months, John ran his offi ce according to the way his staff needed to be managed, but when a new employee began working in his department, John didn’t have the same success he had with the others. One day, she made an appointment with John and told him, “If you’d stop wasting time providing all those details, I could get my work done.” John had made the common mistake of being so used to managing just S and C behaviors that he failed to recognize the high D behavior of his new employee. John later said to Don Cipriano, “I fell into the same trap, managing everyone the same way.” What’s this company’s philosophy? Similarly, when Dr. John Lee, a renowned time management expert, conducted workshops, he oft en asked, “What is the operating philosophy of your company?” He said presidents of organizations seem fl oored when they noticed the diversity of answers mentioned by their 129
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to know only those details required to get a contraption to function<br />
so he can then turn to other important new opportunities—like mak<strong>in</strong>g<br />
money, for <strong>in</strong>stance. Instead of cover<strong>in</strong>g steps one through 24, he<br />
prefers hear<strong>in</strong>g about key steps 1, 6, 12, and 24. Forc<strong>in</strong>g him to sit<br />
through all 24 po<strong>in</strong>ts seems like torture to a D. Th is lack of attention<br />
to details can result <strong>in</strong> his search<strong>in</strong>g for new ways to streaml<strong>in</strong>e his<br />
rout<strong>in</strong>e jobs <strong>in</strong> gett<strong>in</strong>g his desired eff ects more readily.<br />
Toward appropriate management<br />
When Don Cipriano, the former number one worldwide salesperson<br />
for Performax International, conducted a session on Motivational<br />
Management <strong>in</strong> London many years ago, he said, “We manage people<br />
the way they need to be managed, not the way we want to manage.”<br />
One manager, John, commented that concept really hit home because<br />
his high D (Dom<strong>in</strong>ant Director) behavior was creat<strong>in</strong>g some problems<br />
with his S (Steady Relater) and C (Cautious Th <strong>in</strong>ker) staff . For four<br />
months, John ran his offi ce accord<strong>in</strong>g to the way his staff needed to<br />
be managed, but when a new employee began work<strong>in</strong>g <strong>in</strong> his department,<br />
John didn’t have the same success he had with the others. One<br />
day, she made an appo<strong>in</strong>tment with John and told him, “If you’d stop<br />
wast<strong>in</strong>g time provid<strong>in</strong>g all those details, I could get my work done.”<br />
John had made the common mistake of be<strong>in</strong>g so used to manag<strong>in</strong>g<br />
just S and C behaviors that he failed to recognize the high D behavior<br />
of his new employee. John later said to Don Cipriano, “I fell <strong>in</strong>to the<br />
same trap, manag<strong>in</strong>g everyone the same way.”<br />
What’s this company’s philosophy?<br />
Similarly, when Dr. John Lee, a renowned time management expert,<br />
conducted workshops, he oft en asked, “What is the operat<strong>in</strong>g philosophy<br />
of your company?” He said presidents of organizations seem<br />
fl oored when they noticed the diversity of answers mentioned by their<br />
129