PeopleSmart in Business eBook - The Platinum Rule

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Five: On the Job
C leaders
Cautious Th inker leaders range from Th omas Jeff erson to Henry
Cabot Lodge and Adlai Stevenson. Each was a private person who
exhibited calm, cool, objective behaviors which detractors at times
viewed as aloofness and insensitivity. President Woodrow Wilson,
oft en dubbed by scholars as the most intellectual 20th century president,
also predictably fi ts this Cautious temperament. A former university
professor, Wilson established far-reaching policies and practices,
some of which still exist today. An intense, though private and
contemplative individual, he was known as a man who was far ahead
of his time in his Th ink(er)ing. Th e press had a heyday with Silent
Cal(vin) Coolidge and his typical one or two word comments that
oft en amounted to a clipped yes or no.
Cautious Th inker military leaders may use planned, careful actions
to achieve their desired results. Th ey may instruct their troops, “Don’t
ever let your guard down,” or, “CYA (Cover your anatomy)!” If under
extreme pressure, Cautious Th inker leaders may tend toward the Aim!
Aim! Aim! mind set. Th ey just keep aiming until they think they’ll
make a perfect shot.
People may complicate things
Like Steady Relaters, Cautious Th inkers are basically more introverted
individuals who seek solace and answers by turning inward.
Cautious Th inkers’ natural orientation is toward objects and away
from people. From their perspective, people are unpredictable and
complicate things. Th e more people added to the formula, the more
chance of getting unpredictable results.
Cautious Th inkers oft en choose to work with colleagues who promote
calmness and thoroughness in the offi ce—oft en either other
Cautious Th inkers or Steady Relaters. Since Cautious Th inkers seek
perfection, the other two types may help them modify that quest into