PeopleSmart in Business eBook - The Platinum Rule

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134 Six: Leadership Styles person would leave. One day, it dawned on her to delegate an alarm clock duty to her secretary. Th en, whenever anyone stayed more than ten minutes, Mrs. Myers knocked on the door or buzzed her on the phone reminding her of the next appointment. Catch people doing something right If you happen to be a Dominant Director manager, use what you now know about behavioral types to make the workplace more productive. Try mentoring, training, or consulting as appropriate development practices, instead of criticizing or leaving them alone without guidance. Catch your employees doing things right and tell them about it. Ask employees for their feedback about policies, deadlines, and programs. Bouncing ideas off your co-workers can give you insights into how you can better motivate people to help you achieve your goals. Action Plan . . . WHEN YOU ARE THE DOMINANT DIRECTOR • Allow others to do things without excessive or untimely interference • Participate in the group without expecting always to be in command • Modify the tendency to give orders to others • Enlist others' input and support through participative, collaborative actions • Give others credit when they deserve it • Praise people for jobs well done • Let colleagues and employees know that you realize it's only natural that you and others will make mistakes • When delegating, give some authority along with the responsibility
WHEN OTHERS ARE DOMINANT DIRECTORS, HELP THEM LEARN TO: • More realistically gauge risks • Exercise more caution and deliberation before making decisions and coming to conclusions • Follow pertinent rules, regulations, and expectations • Recognize and solicit others' contributions, both as individuals and within a group • Tell others the reasons for decisions • Cultivate more attention/responsiveness to emotions The Interacting Socializer Leader Help them focus their abilities With their energy and enthusiasm, Interacting Socializers can get so involved with so many diff erent activities that they may accomplish goals with a fl ourish. Or, they may show fl urries of activity, but not actually accomplish things in the most effi cient way. Managers and co-workers can help channel that energy and enthusiasm with tactful reminders and hands-on assistance to help them prioritize and organize. Th en, the entire offi ce may function more smoothly. Since Interacting Socializers tend to be open books, the other types oft en can detect when Interacting Socializers are having off days and give them verbal boosts with a compliment and personal attention. How to develop Interacting Socializers When coaching Interacting Socializers, don’t give them too much at once or they’ll become overwhelmed. Skip as much of the detailed, 135
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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
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DAILY EXAMPLES OF THE FOUR STYLES S
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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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