PeopleSmart in Business eBook - The Platinum Rule

96
Five: On the Job
never buys green tomatoes. Another one is exhilarated by the fastforward
feature that lets her eliminate the time taken up by TV commercials
as she plays her Tivo. A third enjoys using her hands free cell
phone so she doesn’t have to waste time while driving; she can’t wait
to get others to implement her ideas.
Despite their strongman images, Dominant Directors, too, have
their own unique limitations. Th ey’re selective listeners who tend to
tune out small talk. To increase their adaptability, their listening skills
and awareness of others’ needs require improvement. Instead of telling
others what to do, hearing their thoughts and opinions can help them
get things done more smoothly—for the good of everyone involved.
Otherwise, people may interpret the Dominant Director’s behavior as,
“When I want your opinion, I’ll give it to you.”
Consequently, Dominant Directors tend to work more favorably
with complementary types who contribute stability, predictability,
and support towards their common objectives. Each of these other
types can help the Dominant Director put tasks into perspective, recharge
his or her batteries, or bolster a temporarily bruised ego. Other
people’s feedback can also help Dominant Directors stay on track in
terms of objectivity, accuracy, and responsiveness to others’ needs.
D leaders
Th e Dominant Director is an outspoken, no-nonsense, take-control
type of individual. Give ‘Em Hell Harry Truman summed up the
Dominant Director’s work-style attitude with his now famous statement:
“If you can’t stand the heat, get out of the kitchen.” In fact, many
Presidents of the United States have shared this same Dominant behavioral
tendency with Harry. Th ey include John F. Kennedy, Franklin
D. Roosevelt, and Ronald Reagan. Each of them exhibited a personal
need to decisively lead—including their willingness to use force to
do it, if required. And each of them preferred the roads to the most