PeopleSmart in Business eBook - The Platinum Rule

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122 Five: On the Job may make it a point to fi nd out who they think exhibits the same thoroughness and precision they themselves have: “What’s the name of the artist who drew up the graphics for the Robinson account?” When the going gets loud Cautious Th inkers (prefer to) get going. When discussions and tempers become hot and heavy, “I want to get out of this place” may represent the Cautious Th inker viewpoint. Because they want peace and tranquillity, they avoid and reject hostility and outward expressions of aggression. At the extreme, they can numb themselves to confl ict to such an extent that they may have diffi culty tapping into their feelings . . . not only anger and hatred, but caring and love. By learning to accept others’ expressions of emotions, Cautious Th inkers can also learn to accept their own feelings. Ideally, if the Cautious Th inker can consciously raise his tolerance for aggression, he can then begin to increase his ability to successfully deal with it in a more open manner through mutual exchanges. Cautious Thinkers take themselves seriously Since Cautious Th inkers oft en detect many of life’s complexities that escape the other types, they can become perfectionistic and worrisome, with both themselves and others. While this quality control aspect can be very positive, when taken to an extreme, associates may dismiss the Cautious Th inker’s caution as crying wolf. When Cautious Th inkers are willing to bend their standards on small matters, coworkers are more likely to listen to them for the bigger issues. In the NASA space shuttle disaster, for instance, engineers repeatedly emphasized the need for more research. But aft er a few delays, the public pressure became so great that the Challenger was launched prematurely. Th at time, pushing the researchers harder and faster resulted in tragedy. Th e message: Listen to Cautious Th inkers about the
ig things. At the least, both positive and negative sides will come to light; at the extreme, the bleakest results will be projected. In either case, unknown factors become more clearly defi ned. At the same time, the obstacles and resources required for success are identifi ed. Th e Cautious Th inkers exploratory process results in moving closer to the more desired goal or state shared by all parties. Remember . . . CAUTIOUS THINKER BUSINESS CHARACTERISTICS • Concerned with process; want to know how something works • Intuitive and original; once they know the expected structure, they may invent their own structure, method, or model • More interested in quality than quantity; prefer lower output to inferior results • Want to be right, so they employ logical thinking process to avoid mistakes • Over-attend to details, sometimes impeding progress with regular checking and rechecking • Dislike changes and surprises • Reject aggression CAUTIOUS THINKER: PREFERRED BUSINESS SITUATIONS • Colleagues and superiors do not criticize their work or ideas • Can set the quality control standards and check to see if they're properly implemented 123
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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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phone and like to build a personal,
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fully and with less expression than
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tive and logical alternative for so
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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 126 and 127: 108 Five: On the Job task and take
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
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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
Page 177 and 178: salesperson and prospect have worke
Page 179 and 180: #2—studying D’s needs To head o
Page 181 and 182: ecome so preoccupied with other bus
Page 183 and 184: How to Sell Your Product or Service
Page 185 and 186: about the favorable impact or conse
Page 187 and 188: with new things. So make sure you r
Page 189 and 190: #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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