PeopleSmart in Business eBook - The Platinum Rule

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70 Three: How Will You Know One When You Meet One? DISTINIGUISHING CHARACTERISTICS OF THE FOUR STYLES STEADY CAUTIOUS DOMINANT INTERACTING RELATER THINKER DIRECTOR SOCIALIZER 1) BEHAVIOR PATTERN Indirect/Open Indirect/Guarded Direct/Guarded Direct/Open 2) PACE Slower/Relaxed Slower/Systematic Faster/Decisive Faster/Spontaneous 3) PRIORITY Th e Relationship/ Th e Task/ Th e Task/ Th e Relationship/ Communication Process Results Interaction 4) FEARS Sudden changes, Personal criticism Being taken Loss of social Instability of their work eff orts advantage of recognition 5) GAINS SECURITY THROUGH Friendship, Preparation, Control, Playfulness, Cooperation Th oroughness Leadership Other’s approval 6) MEASURES PERSONAL WORTH BY Compatibility with Precision, Impact of results, Acknowledgment, others, Depth of Accuracy, Quality Track record Applause, contribution or results Compliments 7) INTERNAL MOTIVATOR Th e “Participation” Th e “Process” Th e “Win” Th e “Show” 8) APPEARANCE Casual, Formal, Businesslike, Fashionable, Conforming Conservative Functional Stylish
DAILY EXAMPLES OF THE FOUR STYLES STEADY CAUTIOUS DOMINANT INTERACTING RELATER THINKER DIRECTOR SOCIALIZER 1) SEEKS Acceptance Accuracy Control Recognition 2) STRENGTHS Listening Planning Administration Persuading Teamwork Systematizing Leadership Enthusiastic Follow-through Orchestration Pioneering Entertaining 3) WEAKNESSES (GROWTH AREAS) Oversensitive Perfectionist Impatient Inattentive to detail Slow to Critical Insensitive Short begin action to others attention span Lacks global Unresponsive Poor listener Low perspective follow-through 4) IRRITATIONS Insensitivity Disorganization Ineffi ciency Routines Impatience Impropriety Indecision Complexity 5) UNDER STRESS Submissive Withdrawn Dictatorial Sarcastic Indecisive Headstrong Critical Superfi cial 6) DECISION MAKING ATTERN Conferring Deliberate Decisive Spontaneous 7) OCCUPATIONS Family doctor Engineer Executive Sales Social services Researcher Military leader Public relations Teacher Artist Newspaper editor Actor 71
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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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Page 38 and 39: 20 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: If the shoe fi ts Th e dimensions t
Page 92 and 93: 74 Four: Creating Personal Power Th
Page 108: 90 Four: Creating Personal Power Th
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
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120 Five: On the Job C leaders Caut
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122 Five: On the Job may make it a
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124 Five: On the Job • Work with
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128 Six: Leadership Styles Th e dif
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130 Six: Leadership Styles staff me
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132 Six: Leadership Styles the same
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134 Six: Leadership Styles person w
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136 Six: Leadership Styles boring s
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138 Six: Leadership Styles clinch t
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140 Six: Leadership Styles Making d
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142 Six: Leadership Styles between
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144 Six: Leadership Styles do that,
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146 Six: Leadership Styles how to i
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148 Six: Leadership Styles Action P
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150 Six: Leadership Styles sanitary
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152 Six: Leadership Styles what the
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154 Six: Leadership Styles Action P
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Chapter 7 Selling and Servicing wit
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salesperson and prospect have worke
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#2—studying D’s needs To head o
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ecome so preoccupied with other bus
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How to Sell Your Product or Service
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about the favorable impact or conse
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with new things. So make sure you r
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#2—studying S needs Steady Relate
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identify which employees deserve im
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#1—making contact with the C Befo
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train new employees at no additiona
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Now, a Word About Our Authors… An
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ship & Character. Dr. O’Connor ha
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186 Claim Your Bonus Once you’ve
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188 Claim Your Bonus Additional Lea
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190 Claim Your Bonus How to Gain Po
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192 Claim Your Bonus Mastering Your
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194 Claim Your Bonus the correct ju
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196 Claim Your Bonus and an assured
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198 Claim Your Bonus It’s fun. It
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200 Claim Your Bonus some of your h
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