PeopleSmart in Business eBook - The Platinum Rule

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Six: Leadership Styles
what their more pressing key concerns are. Ask your questions in a
more discreet, non-judgmental manner to elicit the points, objectives,
or assurances Cautious Th inkers want. “Lenny, I’m not trying
to pressure you, but are you not interested in the auditor’s position,
or in any position?”
Making decisions and solving problems with
Cautious Thinkers
Set the stage by making sure they are open to discussing the problem
or decision being considered at this time. If they aren’t ready, either set
a defi nite time that’s better for both of you or explore their concern
in even pursuing this subject. When the situation is being explored,
review your impression of the entire process. “My understanding is
this—you’d like to think it over for a week or so and fi gure out what
kind of time commitment you’d be able to make to the group. When
may I call you about your decision?” Decide on a logical approach
for gaining common agreement about both the nature of the problem
or decision involved and the most reasonable way of fi nding how to
resolve it. Do so in a way that is likely to be most satisfactory to them,
you, and any other key individuals involved.
When suggesting a diff erent possibility to Cautious Th inkers, point
out how you would like to be able to identify those ideas, perspectives,
or actions likely to allow you, them, and others to reach a more perfected
solution or situation. Stress how less diffi culties or confusion
are likely to result. Ask them what insights and suggestions they, or individuals
they know and value, could bring to this situation. “Carol, if
we leave at 10 o’clock Friday morning and get to Palm Springs around
11:00, we can meet with Mr. Conkill and his VPs for lunch to present
our ideas for organizing their grand opening party. Do you know any