PeopleSmart in Business eBook - The Platinum Rule

a more time-effi cient procedure. Dominant Directors can contribute
by helping to explain realistic deadlines and parameters, so Cautious
Th inkers can build those time frames into his procedures. Interacting
Socializers, too, can help them lighten up more at work and teach
them that there is more to the workplace than working alone eight
hours a day.
When encouraged to do so, Cautious Th inkers can share their rich
supplies of information with small groups of co-workers who can
benefi t from their wealth of experience and knowledge. Th is can enhance
the Cautious Th inker’s status with colleagues and become a
bridge toward building teamwork and mutual understanding. Sharing
with others can also serve to lessen Cautious Th inkers’ reservations
and suspicions about associates or even encourage Cautious
Th inkers to stand up for themselves against those very people they
may prefer to avoid.
Th ey can also participate in more coff ee machine conversation that
may just give them a better understanding of co-workers, and possibly,
some work problems. Carrying on a dialogue with associates may
even provide them with insights into themselves. For instance, someone
may observe, “Harold, you’re furrowing your brow again.”
Cautious Th inker Harold replies, “I am? I wasn’t aware that I was.”
“Yes, you do that a lot. Th at’s why I’ve never said more than `hello’
to you. I thought you were either deep in thought or worried
about something.”
“Th ank you for bringing that to my attention,” Harold says. “I’ll
monitor that from now on.”
Since Cautious Th inkers want clarity and order, they can contribute
a natural sense of thoroughness to their company. Th ey usually don’t
care about knowing everyone’s name in their department, but they
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