PeopleSmart in Business eBook - The Platinum Rule

to know only those details required to get a contraption to function
so he can then turn to other important new opportunities—like making
money, for instance. Instead of covering steps one through 24, he
prefers hearing about key steps 1, 6, 12, and 24. Forcing him to sit
through all 24 points seems like torture to a D. Th is lack of attention
to details can result in his searching for new ways to streamline his
routine jobs in getting his desired eff ects more readily.
Toward appropriate management
When Don Cipriano, the former number one worldwide salesperson
for Performax International, conducted a session on Motivational
Management in London many years ago, he said, “We manage people
the way they need to be managed, not the way we want to manage.”
One manager, John, commented that concept really hit home because
his high D (Dominant Director) behavior was creating some problems
with his S (Steady Relater) and C (Cautious Th inker) staff . For four
months, John ran his offi ce according to the way his staff needed to
be managed, but when a new employee began working in his department,
John didn’t have the same success he had with the others. One
day, she made an appointment with John and told him, “If you’d stop
wasting time providing all those details, I could get my work done.”
John had made the common mistake of being so used to managing
just S and C behaviors that he failed to recognize the high D behavior
of his new employee. John later said to Don Cipriano, “I fell into the
same trap, managing everyone the same way.”
What’s this company’s philosophy?
Similarly, when Dr. John Lee, a renowned time management expert,
conducted workshops, he oft en asked, “What is the operating philosophy
of your company?” He said presidents of organizations seem
fl oored when they noticed the diversity of answers mentioned by their
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