PeopleSmart in Business eBook - The Platinum Rule

#2—studying S needs
Steady Relaters can be excellent interviewees. Talk warmly and informally
and ask gentle, open questions that draw them out, especially
around more sensitive areas. Show tact and sincerity in probing about
their needs. “Mr. Harmon, I noticed that you’ve been here for 30 years.
You must have seen a lot. Hypothetically speaking, how would you go
about refi ning a few of the things that aren’t working around here in
the Information Systems Department?”
If they do not have a good feeling about your product, company, or
even you, they will not take the chance of hurting your feelings by telling
you so. Th ey want to avoid confrontations, even minor ones. So
Steady Relaters may tell you what they think you like to hear, rather
than what they really think. Th is same reticence may apply to telling
you about their dissatisfaction with your competitors. Even though
this is exactly what you want to hear, the Steady Relater may think, “I
know it hasn’t been working well, but they’re such nice people. I don’t
want to say anything negative about them.”
#3—proposing solutions for S’s
Show how your product/service will stabilize, simplify, or support
their procedures and relationships. Clearly defi ne their roles and goals
in your suggestions, and include specifi c expectations of them in your
plan. Present new ideas or variations from their current routines in
a non-threatening way. Provide them with the time and opportunities
to adjust to changes in operating procedures and relationships.
When change becomes necessary, tell them why. Explain how long
the changes will take and any interim alterations of the current conditions.
Design your message to impart a sense of stability and security.
“Th is plan will enable you to continue doing things the same basic
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