PeopleSmart in Business eBook - The Platinum Rule
PeopleSmart in Business eBook - The Platinum Rule PeopleSmart in Business eBook - The Platinum Rule
74 Four: Creating Personal Power Through Behavioral Adaptability the other person’s preference. At the same time, it means maintaining your own identity and good sense. You modify your spots. So does that mean that Cautious Th inkers prefer the company of Cautious Th inkers and that the other types prefer people who share their type? Yes and no. Two clichés apply. Birds of a feather fl ock together, and Opposites attract. Dominant Directors may personally admire other Dominant Directors like themselves for their accomplishments and success rates, but prefer to be more guarded with them at work in order to maintain their own power and authority. Cautious Th inkers may appreciate Interacting Socializers for their joy of life, but steer clear of them at work because of their imprecision. Interacting Socializers may enjoy Cautious Th inkers for their command of matters of interest to them, but may stay aloof at work because of the Cautious Th inkers’ desired perfectionism. Steady Relaters and Dominant Directors may also admire each other’s qualities or feel alienated by them. So what’s a person to do? Remember that the willingness to try behaviors not necessarily characteristic of your type is called behavioral adaptability. It is not the same as your behavioral type. No members of any type corner the market on adaptability. No style is naturally more adaptable than another. In other words, Steady Relaters as a group are no more adaptable than Interacting Socializers, Dominant Directors, or Cautious Th inkers (and vice versa). Your adaptability level aff ects the way other people perceive you. Raise your adaptability and you’ll discover trust and credibility go up; lower it, and they go down. Behavioral adaptability means adjusting your behavior to allow others to be more at ease, encouraged, and successful in your relationship.
Which style is most adaptable? No one style is naturally more adaptable than another. For a given situation, the strategic adjustments each behavioral style makes will vary. Th e decision to employ specifi c techniques of behavioral adaptability is made on a case-by-case basis. You can choose to be adaptable with one person and not with another. You can also choose to be quite adaptable with one person today and less with that same person tomorrow. Behavioral adaptability concerns the way you manage your own communication and behaviors. It also involves how you manage the requirements that exist for a task or situation—whether other people are involved or not. For example, when an Interacting Socializer works with a Cautious Th inker on a common task, one of the ways she can practice behavioral adaptability is by talking less, listening more, and focusing on the critical facts. Behavioral adaptability means adjusting your own behavior to make other people feel more at ease with you and the situation. You practice adaptability every time you slow down for a Cautious Th inker or Steady Relater—or when you move a bit faster for an Interacting Socializer or a Dominant Director. Adaptability occurs when the Dominant Director or the Cautious Th inker takes the time to listen to a human interest or family story told by an Interacting Socializer or a Steady Relater. The Adaptability Recipe Adaptability is a phenomenon that has many characteristics. In fact, formal research studies in which we have been involved have identifi ed at least 10 such attributes of people who are highly adaptable and 10 characteristics of those who have lower adaptability—a total of 20 traits in all. Of course, no person is likely to be either totally adaptable or non-adaptable. Instead, each of us possesses: 75
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Which style is most adaptable?<br />
No one style is naturally more adaptable than another. For a given<br />
situation, the strategic adjustments each behavioral style makes will<br />
vary. Th e decision to employ specifi c techniques of behavioral adaptability<br />
is made on a case-by-case basis. You can choose to be adaptable<br />
with one person and not with another. You can also choose to be<br />
quite adaptable with one person today and less with that same person<br />
tomorrow. Behavioral adaptability concerns the way you manage your<br />
own communication and behaviors. It also <strong>in</strong>volves how you manage<br />
the requirements that exist for a task or situation—whether other<br />
people are <strong>in</strong>volved or not.<br />
For example, when an Interact<strong>in</strong>g Socializer works with a Cautious<br />
Th <strong>in</strong>ker on a common task, one of the ways she can practice behavioral<br />
adaptability is by talk<strong>in</strong>g less, listen<strong>in</strong>g more, and focus<strong>in</strong>g on<br />
the critical facts. Behavioral adaptability means adjust<strong>in</strong>g your own<br />
behavior to make other people feel more at ease with you and the situation.<br />
You practice adaptability every time you slow down for a Cautious<br />
Th <strong>in</strong>ker or Steady Relater—or when you move a bit faster for<br />
an Interact<strong>in</strong>g Socializer or a Dom<strong>in</strong>ant Director. Adaptability occurs<br />
when the Dom<strong>in</strong>ant Director or the Cautious Th <strong>in</strong>ker takes the time<br />
to listen to a human <strong>in</strong>terest or family story told by an Interact<strong>in</strong>g Socializer<br />
or a Steady Relater.<br />
<strong>The</strong> Adaptability Recipe<br />
Adaptability is a phenomenon that has many characteristics. In fact,<br />
formal research studies <strong>in</strong> which we have been <strong>in</strong>volved have identifi<br />
ed at least 10 such attributes of people who are highly adaptable and<br />
10 characteristics of those who have lower adaptability—a total of 20<br />
traits <strong>in</strong> all. Of course, no person is likely to be either totally adaptable<br />
or non-adaptable. Instead, each of us possesses:<br />
75
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