PeopleSmart in Business eBook - The Platinum Rule

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144 Six: Leadership Styles do that,” whether they’ve done it before or not! So understanding that Steady Relaters need to do things slowly can reassure the faster-paced types that the job will get done. Get ready to be ready with the S. Have a step-by-step list of procedures or a working timetable/schedule at your disposal. Steady Relaters need to feel secure in their mastery of procedures until their actions become second nature and more routine. At the same time, they prefer a pleasant and patient approach while they learn what’s expected of them. Motivating Steady Relaters Besides thinking they can learn to master a series of procedures, Steady Relaters like to also feel that their relationships with others can benefi t from their follow-through. “If you can learn to use this computer by next week, you can send the whole Christmas mailing for Mr. Hawkins on Monday. Th en he can go to Texas for his family reunion.” Or show Steady Relaters how to strengthen their relationships with others. “When this offi ce makes its 1000th sale, it can win the Outstanding Division Award for the year. And you, Arthur, can help that happen by getting Mr. Arens to look at this new demographic data.” • Focus on what's important now • Avoid procrastination and/or hoping others will do things for them • Practice and perfect, when appropriate Complimenting Steady Relaters Mention their teamwork and dependability. “Pam, besides plugging along on this project for two years, I really appreciate the fact you’ve encouraged everyone else to do their part. We couldn’t have done it without you.” Or remark about how others regard them, how well they
get along with co-workers, and how important their relationship-building eff orts have been to the company. “Limbrecht, you’ve been the glue holding this place together for the last 20 years.” Eff usiveness can arouse the suspicions of Steady Relaters, so stick to praising what they’ve done rather than more abstract, personal attributes. Otherwise, their modesty and your vagueness may cause them to dismiss your comments. Counseling Steady Relaters Allow plenty of time to explore their thoughts and feelings so you can understand the emotional side of the situation. Steady Relaters usually express their feelings less directly, so draw them out through questioning and listening responses. Bear in mind this type tends to balk at sudden change, whether the change is good or bad. Th e key point is that their stability-motivated state is disrupted by the unknown. You can help reduce their fears by showing how specifi c changes will benefi t them and their company. “Barbara, moving to Dallas will be an adjustment for all of us at fi rst, but 80% of our staff has agreed to go. Th e company will move you and your family, sell your house, add more medical and dental benefi ts to your health plan, and give you a 10% bonus for loyal service. We like to take care. Do the unpleasant, as well as the fun things of our own, and you are a valuable, trusted employee. And besides, you’ll still be with many of the same friends, co-workers, and the company you’ve always been with day in and day out.” Correcting Steady Relaters Reassure them that you only want to correct a specifi c behavior. Steady Relaters tend to take things personally, so remove the something is wrong with you barrier as quickly as possible. Don’t blame or judge the person; keep the conversation focused on the behavior and its appropriateness. If the problem involves a procedure, help them learn 145
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People Smart: In Business Copyright
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Dedications From Tony Alessandra: T
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Table of Contents I Introduction 1
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II Introduction DISCstyles model. I
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IV Introduction Consequently, they
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VI Introduction Th is is a reader-f
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2 One: The Platinum Rule near her.
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4 One: The Platinum Rule second rea
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6 One: The Platinum Rule Modify you
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8 One: The Platinum Rule Most of th
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12 Two: I Know Who You Are, But Wha
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Chapter 3 How Will You Know One Whe
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Direct people are faster paced, mor
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What sort of feedback do you suppos
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Some are more, some less It is impo
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(I) Likely to reserve the expressio
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to stand further away from you, eve
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Ranges of behavior Whether a person
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To identify a person’s behavioral
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Th e second participant speaks with
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Dominant Directors may like to let
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signs personal birthday and Christm
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Shares personal More pitch Much han
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posters, and other personal items.
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phone and like to build a personal,
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fully and with less expression than
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tive and logical alternative for so
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If the shoe fi ts Th e dimensions t
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DAILY EXAMPLES OF THE FOUR STYLES S
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74 Four: Creating Personal Power Th
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Page 120 and 121: 102 Five: On the Job • Implement
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Page 128 and 129: 110 Five: On the Job • Librarian
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Page 136 and 137: 118 Five: On the Job In business, C
Page 138 and 139: 120 Five: On the Job C leaders Caut
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Page 168 and 169: 150 Six: Leadership Styles sanitary
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Page 175 and 176: Chapter 7 Selling and Servicing wit
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Page 189 and 190: #2—studying S needs Steady Relate
Page 191 and 192: identify which employees deserve im
Page 193 and 194: #1—making contact with the C Befo
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Page 201: ship & Character. Dr. O’Connor ha
Page 204 and 205: 186 Claim Your Bonus Once you’ve
Page 206 and 207: 188 Claim Your Bonus Additional Lea
Page 208 and 209: 190 Claim Your Bonus How to Gain Po
Page 210 and 211: 192 Claim Your Bonus Mastering Your
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194 Claim Your Bonus the correct ju
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196 Claim Your Bonus and an assured
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198 Claim Your Bonus It’s fun. It
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200 Claim Your Bonus some of your h
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