PeopleSmart in Business eBook - The Platinum Rule

wholesalers we can contact there so we can come up with a realistic
estimate for making their party a bona fi de hit?”
When acknowledging Cautious Thinkers
Focus on your realization of how diffi cult it can be at times for
them to attempt to meet the high personal standards they set for
themselves. Also focus on how much you appreciate this personal
characteristic for what it’s done to make things better for you in your
relationship with them. Cite a specifi c and appropriate example that
proves this point. “Robert, you’re a very good chef. Th at salmon was
cooked perfectly— juicy and fl avorful without a hint of dryness. I
don’t want to embarrass you, but I feel obliged to share with you how
truly impressed I am. Th ank you for your eff orts.” Th en, notice his
reaction. If it’s discomfort, share with him that you did not mean to
embarrass him, but just to let him know how much you value him.
If his reaction is more positive, ask him to tell you more about the
sense of satisfaction and enjoyment he derives from similar things.
“I’ll bet you like creating other recipes, too. Is that correct?”
Delegating with Cautious Thinkers
Take time to answer their most critical questions about structure
and/or guidance they require in a specifi c situation. Th e more they
understand the details, the more likely they will be to complete the
task properly. Be sure to establish deadlines. “Angela, the court date
on the Mortimer case has been moved up to Monday, so we have
to respond by speeding things up a bit. It will proceed almost as effi
ciently as if you researched everything by yourself if we enlist two
associates to help you work, under your direction, on tasks you delegate
to them and then review. Before getting started, do you have
any preferences on the who’s or how to’s of this process that you think
are essential to check with me at this time?”
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