PeopleSmart in Business eBook - The Platinum Rule

ecome so preoccupied with other business that they literally do not
have the time to evaluate your ideas, especially if they don’t have
enough information.
When you draw up a commitment letter, pay attention to how much
time you spend on points the Dominant Director may not care about.
Explain your commitment to attain both his bottom line results and
your goals for a mutually acceptable agreement.
Consequently, the best way to deal with a Dominant Director is
to give him options and probable outcomes. Bear in mind that the
Dominant Director likes to balance quality with cost considerations,
so include this information when you want him to make a decision.
Th en off er options with supporting evidence and leave the fi nal decision
to him. “Th e way I see it, you can go with Option A (tell pros and
cons), Option B (more pros and cons), or Option C (still more pros
and cons). I’ve outlined these three plans, costs of implementation,
and approximate completion dates. Which one sounds best to you?”
Dominant Directors seek control, so let them make the fi nal decision.
Brief and to the point, like the D himself, this approach automatically
fi lls his need to have the fi nal word.
#5—assuring D satisfaction
Since Dominant Directors usually don’t emphasize a personal relationship
in business, if you sell to one, don’t rely on past sales to ensure
future purchases. Follow up with the Dominant Director to fi nd if he
has any complaints or problems with your product. If he does, fi x them
or his impatience may motivate him to seek help elsewhere, probably
with another company. As Willy Loman found out in Death of a Salesman,
contacts meant nothing in an age that emphasized change and
product performance.
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