PeopleSmart in Business eBook - The Platinum Rule

Compared to the other types, Dominant Directors are more likely
to thrive in pressure cooker situations. Th ey naturally gravitate toward
those power positions and career areas where they can take charge:
executives, politicians, military offi cers, stockbrokers, and newspaper
reporters. Th ink of win-at-any-cost tennis pros. When in doubt, they
question the decisions made by the referee. For better or worse, they
deal directly with the source. It’s not how you play the game—it’s winning!
And winning, more than anything else, motivates this type.
Complimenting Dominant Directors
Mention their achievements, upward mobility, and leadership potential.
Omit personal comments and focus on their track record. “Jones,
you’ve exceeded our company goals every month for the past year and
have put in more hours than anybody but the top offi cials here. Th e
CEO has his eye on you for an upcoming vice-presidential slot.”
Counseling Dominant Directors
Stick to the facts. Draw them out by talking about the desired results.
Th en discuss their concerns. Focus on tasks more than feelings.
Ask them how they would solve the problem. “Anne, we’ve heard a
few comments that need to be addressed. It seems that some of your
employees don’t feel appreciated for the extra hours they’ve been putting
in for you on the Evans project. Th ey say they’ve given up social
engagements and worked 14-hour days to beat your deadline. How do
you think we can bolster their morale?”
Correcting Dominant Directors
Describe what results are desired. Show them the gap between actual
and desired. Suggest clearly the improvement that is needed and
establish a time when they will get back to you. “We need to streamline
communication around here so that one hand knows what the
other is doing. Last month, we had two separate divisions calling on
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