PeopleSmart in Business eBook - The Platinum Rule

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114 Five: On the Job Steady Relaters want to be part of the group Since Steady Relaters seek security and inclusion with the group, they can contribute to the workplace with their natural planning skills, consistent pace, and their desire to fi t in. Like Interacting Socializers, they favor work relationships on a casual, fi rst name basis; but Steady Relaters generally prefer developing special, more in-depth friendships with selected co-workers than do their social butterfl y, Interacting Socializer, counterparts. So while Interacting Socializers may talk to anyone who will listen, Steady Relaters prefer involvement with a closer group of confi dants. Steady Relaters also want stability, steadiness, and a calm atmosphere in the workplace. Th ey contribute to harmony in the offi ce, so they usually fi t comfortably into the work environment, but they also oft en become overly dependent on using the same old methods over and over again. Sometimes these procedures include steps needed when they learned the procedure, but which can now be discarded. Th ey may improve their work productivity by using shortcuts that eliminate extra labor. Dominant Directors and Interacting Socializers can oft en help them with this. And, when asked, Cautious Th inkers can generally demonstrate new ways to get things done through other processes. Why change? Th e Steady Relater is the optimistic realist among the four types. A pragmatist, he likes to do routine things with familiar people to maintain the same situation. He performs regularly and deliberately toward this end of holding onto or striving for continuity, peace, and orderliness. Changes and surprises make him uncomfortable because they alter the current formula. Instead, he prefers to refi ne existing practices.
“Modesty is the best policy” Just as they may think their own job performance needs no selfpromotion, they may think (not say) the same about others’ work. “I wish John would stop boasting about what a wonderful job he does. He seems to spend half the day promoting himself, rather than doing the work that’s already on his desk.” Th ey oft en fi gure that if the boss (or anyone else) doesn’t see what’s going on, they don’t want to have to be the ones to confront others about this unpleasant reality. Remember . . . STEADY RELATER BUSINESS CHARACTERISTICS • Need to know the order of procedures • Operate well as members of a work group • Motivated by usual, known, and proven practices • Oriented toward more concrete, repeatable actions • Want order and ability in the workplace • Focus on how and when to do things • Work in a steady and predictable manner • Like a long-term relationship with their business place and their fellow employees STEADY RELATER: PREFERRED BUSINESS SITUATIONS • Like to perform the same kinds of duties day aft er day (no matter what the importance of the type of work involved) • Prefer to work cooperatively with others to achieve common results 115
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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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signs personal birthday and Christm
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Shares personal More pitch Much han
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posters, and other personal items.
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Page 89: DAILY EXAMPLES OF THE FOUR STYLES S
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Page 112 and 113: 94 Five: On the Job Dominant Direct
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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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