PeopleSmart in Business eBook - The Platinum Rule

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Six: Leadership Styles
sanitary environment is a key standard for more productivity. Do you
agree or see it diff erently?”
If they decide to take part in a competitive situation, they’ll probably do
it as they do other tasks—bit by bit—until they do it right. Unlike their
colleagues who may show enthusiasm at the beginning, Cautious Th inkers
oft en show the patience and follow-through to ultimately win—if they
perceive the contest as worthwhile and don’t become too preoccupied
with details along the way. Whereas some people focus on winning shorter-term
battles, the Cautious Th inker is motivated by the ultimate sense of
lasting personal glory derived from triumphing in the overall war.
Complimenting Cautious Thinkers
Mention their effi ciency, thought processes, organization, persistence,
and accuracy. Don’t mix personal and professional comments unless you
know them very well. Even then, they prefer more privately communicated,
plausible praise. “Jeff ries, you were so thorough on this project
that we had every shred of information we needed—and then some just
in case we required a safety net. Th anks again for another good job!”
One C told us, “Compliments don’t mean much to me. I really don’t
think about them. But I do like genuine, heartfelt appreciation once
in awhile, like, “You did a fi ne job,” or, “I’ve really benefi ted from your
work and so have others who have told me about your contributions.”
In other words, keep praise simple and concise for a Cautious Th inker.
He went on to say that what he thinks about some accomplishment is
much more important to him. “I’m hard on myself.”
Counseling Cautious Thinkers
Elicit their thoughts about processes, procedures or problems, perhaps
by asking something like, “If it were in your power, how would
you change this to make things even better?” Like Steady Relaters, they
oft en express their thoughts and opinions indirectly, so persist in your