PeopleSmart in Business eBook - The Platinum Rule

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108 Five: On the Job task and take a more logical approach, then they can improve their follow-through. For instance, Interacting Socializers may have so many things going that they may forget to fi nish tasks by a deadline; or they procrastinate until the last minute because of their multiple priorities. Writing things down and prioritizing can help the Interacting Socializer remember when to do what Remember . . . INTERACTING SOCIALIZER BUSINESS CHARACTERISTICS • Like to brainstorm and interact with colleagues and others • Want freedom from control, details, or complexity • Like to have the chance to infl uence or motivate others • Like the feeling of being a key part of an exciting team • Want to be included by others in important projects, activities, or events • Get easily bored by routine and repetition • May trust others without reservation—take others at their word and don't check for themselves • Typically have short attention spans, so they do well with many short breaks INTERACTING SOCIALIZER: PREFERRED BUSINESS SITUATIONS • Like to work participatively with others • Need immediate feedback to get, or stay, on course • Like to mingle with all levels of associates and call them by their fi rst names
• Enjoy compliments about themselves and their accomplishments • Seek stimulating environments that are friendly and favorable • Motivated to work toward known, specifi c, quickly attainable incentives or external motivators (dislike pursuits that drag out over long time periods) • Open to verbal or demonstrated guidance for transferring ideas into action • Like to start projects and let others fi nish them with whom. Th ey can benefi t from handy pocket calendars that go everywhere with them. If you fi t the M.O. of this type, you can forget about using some little corner of an envelope to write on. You're probably too impatient to rifl e through piles of paperwork to fi nd it later. Steady Relater Behavior at Work Preferred job situations Secure positions and careers where they can specialize in some areas and be part of a team • Financial services • Social worker • Family doctor/nurse • Residential or community services • Teacher • Personal assistant/secretary • Insurance agent 109
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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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Chapter 3 How Will You Know One Whe
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Direct people are faster paced, mor
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What sort of feedback do you suppos
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Some are more, some less It is impo
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(I) Likely to reserve the expressio
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to stand further away from you, eve
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Ranges of behavior Whether a person
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To identify a person’s behavioral
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Th e second participant speaks with
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Dominant Directors may like to let
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Page 77 and 78: Shares personal More pitch Much han
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Page 81 and 82: phone and like to build a personal,
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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
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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 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
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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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