PeopleSmart in Business eBook - The Platinum Rule

with them and which is important to you, too. “I know that we initially
agreed on 10 phone calls per day, but some of our volunteers are unable
to make that commitment. Would you be comfortable making 15 calls
a day if those calls included your personal friends and family?”
When acknowledging Steady Relaters
When it’s appropriate to reward or reinforce their behaviors, focus on
how you genuinely and sincerely appreciate their willingness to work
to make things good for you and others. Approach matters in a more
systematic, low-keyed, and understandable manner. Also, point out
how you have noticed they make important contributions when they
take the initiative to share their own ideas, interests, and insights in
helping make sure these results are achieved. “Just say anything about
the impending merger that you want to share. We certainly don’t want
to use any high-pressure tactics, which is precisely why you meet our
own expectations so well. John, thank you very much for your willingness
to provide us with this desired input.”
Delegating with Steady Relaters
Steady Relaters may be reluctant to ask others to do their own share
of the work. So you could make a personal appeal to their loyalty and
sense of sportsmanship. “Al, you’re an example for this company of
genuine cooperative spirit. Your staff wants to please you, so by giving
everyone in your department just 10 of those names to call, you
can all reach the goal together by noon tomorrow. Otherwise, you’ll
probably have a lot more diffi culty reaching all those people by the
target date.” Give them the task, state the deadlines that need to be
met, and explain why it’s important to do it that way. “I’ll need 500
copies of these summaries typed and collated by 5 p.m. today. Mr.
Jeff ries is getting back from New York two days early and he wants
them by tomorrow morning.”
147