PeopleSmart in Business eBook - The Platinum Rule

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Six: Leadership Styles
Making decisions/solving problems with
Interacting Socializers
Th ey’ll want to avoid a discussion of more complex, negative-sounding
or otherwise messy problem situations. It’s diffi cult for them to
feel positive or agreeable with you or anyone else under these circumstances.
In making decisions with them, they will be open to your
suggestions—as long as these ideas will allow them to look and feel
good—and not require a lot of diffi cult, follow-up, detail work or longterm
commitments. “You know just about everybody who is anybody,
George. Since we need to get $350 in pledges for the Y by the end of
February, why not go ahead and wrap up all your calls by Friday. Th en
you can relax a lot more next week.” When suggesting a diff erent idea,
opinion, or action to them, be sure to point out you are doing it that
way if it’s acceptable to them. Focus on your desire to identify solutions
that will also meet their expectations. Stress that you don’t want
to cause diffi culties for either them or you.
Above all, off er your suggestions as gift s which can make this situation
(task or relationship) easier and more benefi cial to them—as
well as to other people who you feel are also likely to fi nd this very
acceptable and desirable. “You’re lucky I’m on the Nominating Committee,
Marilyn. So many people wanted the Hospitality position that
I couldn’t manage it for you this year, but I think I’ve got one that’s
even better than that—How about Junior High Dances?”
When acknowledging Interacting Socializers
When it’s appropriate to reward or reinforce their behaviors, focus
on how glad you are they have succeeded in fi nding a pleasant solution
to their concern or objective. In addition, let them know how much
you appreciate them for their openness and willingness to be responsive
to you in a way that allows everyone to end up feeling good about
the results aft erwards. “George, I’m so glad we could reach a solution