PeopleSmart in Business eBook - The Platinum Rule

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Six: Leadership Styles
the same CEO for corporate donations. I want you to work up a plan
to keep everybody informed of who’s working on what so we don’t
duplicate our eff orts. Get back to me by the end of the week.”
Communicating with Dominant Directors
Be prepared to listen to their suggestions, the course of action they
have in mind, and/or the general results they are considering. Th is
enables you to begin on a positive note by indicating the areas in
which you already agree. Th en you can work backwards toward gaining
agreement on the results you both want—and are willing to either
mutually or independently allow the other to achieve. “Sarah, this format
will give you the freedom to develop your branch your way and
still allow Vern and Ellen to structure theirs another way . . . without
sacrifi cing time or morale.”
Making decisions and problem solving
with Dominant Directors
Th ey will want to provide their own initial view of the decision to
be made or problem to be solved and the process they prefer to follow
in reaching a clear-cut, preferably quickly chosen solution. “As I see it,
you have the most experience in organizing seminars like this, Charles,
so why don’t you throw out a few ideas!” You can anticipate, where possible,
and be open to summarizing the achievements you’ve made (or,
possibly in a case like this, your lack of achievements in this area). “Hal,
you fl atter me, but I’ve never undertaken an international convention
like this before. As for ideas, why don’t we decide who wants to perform
which function and then we can all do what we feel comfortable doing!”
With this approach, you’re more likely to reach mutual agreement
with the least hassle for everyone concerned . . . yourself included.
When suggesting a diff erent idea, opinion, or action to them, be
sure to point out you are trying to work in ways that are acceptable