PeopleSmart in Business eBook - The Platinum Rule

Recommendations

Info

26 Two: I Know Who You Are, But What Am I? Want others to notice — Compliment then for their their patient perseverance steady follow-through Avoid risks and changes — Give them personal assurances Dislike confl ict — Act non-aggressively Accommodate others — Allow them to provide service and support for others Look for calmness — Provide a relaxing, friendly and peace atmosphere Enjoy teamwork — Provide them with a cooperative group/ team Want sincere feedback — Acknowledge their easygoing that they’re appreciated manner and helpful eff orts, THE CAUTIOUS THINKER: Have you noticed my effi ciency Goals and fears Cautious Th inkers concern themselves more with content than with congratulations. Th ey prefer involvement with the performance of products and services under specifi c, and preferably controlled, conditions so the process and the results can be correct. Since their primary concern is accuracy, human emotions may take a back seat with this type. Aft er all, emotions are subjective and tend to distort objectivity. Cautious Th inkers biggest fears of uncontrolled emotions and irrational acts relate to their goals. More precisely, Cautious Th inkers fear that these illogical acts may prevent goal achievement. Similarly, they fear emotionality
and irrationality in others. Th is type strives to avoid embarrassment, so they attempt to control both themselves and their emotions. Strengths and weaknesses Cautious Th inker strengths include accuracy, dependability, independence, clarifi cation and testing skills, follow-through, and organization. Th ey oft en focus on expectations (e.g., policies, practices, and procedures) and outcomes. Th ey want to know how things work so they can evaluate how correctly they function. We picture a fox as an appropriate symbol for Cautious Th inkers--cagey, resourceful, and careful. Because they need to be right, they prefer checking processes themselves. Th is tendency toward perfectionism, taken to an extreme, can result in “paralysis by overanalysis”. Th ese overly cautious traits may result in worry that the process isn’t progressing right, which further promotes their tendency to behave in a more critical, detached way. Complex and serious Th ey prefer tasks to people, clearly defi ned priorities, and a known pace which is agreeable to them, especially where task time lines and deadlines are involved. Other types typically live life through a single predominant time orientation--past, present, or future. But Cautious Th inkers are apt to be concerned about all three, as one aspect of their complex mental makeup. Th ey tend to see the serious, more complicated sides of situations as well as the lighter--or even bizarre sidewhich accounts for their natural mental wit. As the most cerebrally-oriented of the four types, Cautious Th inkers concentrate on making decisions in both logical and cautious ways to ensure that they take best available action. (Th is cerebral quality refers to the way they process information and experiences, and does not relate to I.Q.) “It’s not whether you win or lose. . .it’s how you play the game”--the more technically perfect, the better. 27
Page 2 and 3: People Smart: In Business Copyright
Page 5: Dedications From Tony Alessandra: T
Page 9: Table of Contents I Introduction 1
Page 12 and 13: II Introduction DISCstyles model. I
Page 14 and 15: IV Introduction Consequently, they
Page 16: VI Introduction Th is is a reader-f
Page 20 and 21: 2 One: The Platinum Rule near her.
Page 22 and 23: 4 One: The Platinum Rule second rea
Page 24 and 25: 6 One: The Platinum Rule Modify you
Page 26: 8 One: The Platinum Rule Most of th
Page 30 and 31: 12 Two: I Know Who You Are, But Wha
Page 55 and 56: Chapter 3 How Will You Know One Whe
Page 57 and 58: Direct people are faster paced, mor
Page 59 and 60: What sort of feedback do you suppos
Page 61 and 62: Some are more, some less It is impo
Page 63 and 64: (I) Likely to reserve the expressio
Page 65 and 66: to stand further away from you, eve
Page 67 and 68: Ranges of behavior Whether a person
Page 69 and 70: To identify a person’s behavioral
Page 71 and 72: Th e second participant speaks with
Page 73 and 74: Dominant Directors may like to let
Page 75 and 76: signs personal birthday and Christm
Page 77 and 78: Shares personal More pitch Much han
Page 79 and 80: posters, and other personal items.
Page 81 and 82: phone and like to build a personal,
Page 83 and 84: fully and with less expression than
Page 85 and 86: tive and logical alternative for so
Page 87 and 88: If the shoe fi ts Th e dimensions t
Page 89: DAILY EXAMPLES OF THE FOUR STYLES S
Page 92 and 93: 74 Four: Creating Personal Power Th
Page 94 and 95:
76 Four: Creating Personal Power Th
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108:
Page 112 and 113:
94 Five: On the Job Dominant Direct
Page 114 and 115:
96 Five: On the Job never buys gree
Page 116 and 117:
98 Five: On the Job From bus excurs
Page 118 and 119:
100 Five: On the Job pecially, brin
Page 120 and 121:
102 Five: On the Job • Implement
Page 122 and 123:
104 Five: On the Job Non-Interactin
Page 124 and 125:
106 Five: On the Job What do Intera
Page 126 and 127:
108 Five: On the Job task and take
Page 128 and 129:
110 Five: On the Job • Librarian
Page 130 and 131:
112 Five: On the Job others, follow
Page 132 and 133:
114 Five: On the Job Steady Relater
Page 134 and 135:
116 Five: On the Job • Dislike ta
Page 136 and 137:
118 Five: On the Job In business, C
Page 138 and 139:
120 Five: On the Job C leaders Caut
Page 140 and 141:
122 Five: On the Job may make it a
Page 142:
124 Five: On the Job • Work with
Page 146 and 147:
128 Six: Leadership Styles Th e dif
Page 148 and 149:
130 Six: Leadership Styles staff me
Page 150 and 151:
132 Six: Leadership Styles the same
Page 152 and 153:
134 Six: Leadership Styles person w
Page 154 and 155:
136 Six: Leadership Styles boring s
Page 156 and 157:
138 Six: Leadership Styles clinch t
Page 158 and 159:
140 Six: Leadership Styles Making d
Page 160 and 161:
142 Six: Leadership Styles between
Page 162 and 163:
144 Six: Leadership Styles do that,
Page 164 and 165:
146 Six: Leadership Styles how to i
Page 166 and 167:
148 Six: Leadership Styles Action P
Page 168 and 169:
150 Six: Leadership Styles sanitary
Page 170 and 171:
152 Six: Leadership Styles what the
Page 172 and 173:
154 Six: Leadership Styles Action P
Page 175 and 176:
Chapter 7 Selling and Servicing wit
Page 177 and 178:
salesperson and prospect have worke
Page 179 and 180:
#2—studying D’s needs To head o
Page 181 and 182:
ecome so preoccupied with other bus
Page 183 and 184:
How to Sell Your Product or Service
Page 185 and 186:
about the favorable impact or conse
Page 187 and 188:
with new things. So make sure you r
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
Page 195:
train new employees at no additiona
Page 199 and 200:
Now, a Word About Our Authors… An
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
Page 212 and 213:
194 Claim Your Bonus the correct ju
Page 214 and 215:
196 Claim Your Bonus and an assured
Page 216 and 217:
198 Claim Your Bonus It’s fun. It
Page 218 and 219:
200 Claim Your Bonus some of your h
show all

PeopleSmart in Business eBook - The Platinum Rule

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?