PeopleSmart in Business eBook - The Platinum Rule

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148 Six: Leadership Styles Action Plan . . . WHEN YOU ARE THE STEADY RELATER • Stretch by taking on a bit more (or diff erent) duties beyond your comfort level • Increase verbalization of your thoughts and feelings • Speed up your actions by getting into some projects more quickly • Desensitize yourselves somewhat, so that you aren't negatively aff ected by your colleagues' feelings to the point of aff ecting your own performance • Learn to adapt more quickly to either changes or refi nements of existing practices • Bolster your assertiveness techniques WHEN OTHERS ARE STEADY RELATERS,HELP THEM: • Utilize shortcuts and discard unnecessary steps • Track their growth • Avoid doing things the same way • Focus on the goal without attending to other thoughts or feelings • Realize there is more than one approach to tasks • Become more open to some risks and changes • To feel sincerely appreciated • Speak up and voice their thoughts and feelings • Modify the tendency to do what others tell them • Get and accept credit and praise, when appropriate
The Cautious Thinker Leader Help them substitute quality for perfection Since this type is characterized by the most complex thinking pattern, they base their decisions on proven information and track records. Th ey want to make rational choices based on facts, not on other people’s opinions or testimonials —unless those people are those Cautious Th inkers’ personal heroes. Even then, they’ll probably want to see it in writing. When a C says, “I need to think about it,” she usually means it. You can help her make a decision by supplying the materials she requests and by allowing her the time to make the right decision for her. Focus on emphasizing deadlines and parameters so the Cautious Th inker can build those time frames into her procedures. How to develop Cautious Thinkers When coaching a C, point out the most important things to remember fi rst. Th en demonstrate the procedure in an effi cient, logical manner, stressing the purpose of each step. Proceed at a relatively slow pace, stopping at each key place in the process to check for his or her understanding. Ask for possible input, especially regarding desired refi nements that may be appropriate. Th is approach ensures success with the task and minimization of stress for the Cautious Th inker. Motivating Cautious Thinkers Appeal to their need for accuracy and logic. Th is type doesn’t respond well to fancy verbal antics, so keep your approach clear, clean, and documentable. Better yet, provide illustration and documentation. Avoid exaggeration and vagueness. Show them how this is the best available current option. “Ms. Alberts, our offi ce cleaning service should meet almost all your cleanliness needs. I think that a neat and 149
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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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94 Five: On the Job Dominant Direct
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Page 201: ship & Character. Dr. O’Connor ha
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198 Claim Your Bonus It’s fun. It
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