PeopleSmart in Business eBook - The Platinum Rule

Recommendations

Info

16 Two: I Know Who You Are, But What Am I? Dominant Director Territory Two cultures which have produced many Dominant Directors are northern, industrialized Germany and South Africa. Th ese examples are not meant to over-generalize or stereotype individual behavior; instead, they help us understand how cultures tend to socialize or group people into patterns of behavior which are more consistent with past customs and expectations. In this regard, it’s easier for us to understand the more natural Dominant Director behaviors. Th ese have emerged as the expected norms or preferred behavioral patterns over the long, colorful histories of both Germany and South Africa. How oft en have you described people you know of German or South African background by the following behavioral descriptions of the Dominant Director temperament mentioned throughout this chapter? • take charge--naturally seek control; want to run things their way • controlling--fear losing personal power or status • competitive--want to win • motivated to be #1--seek being fi rst or "on top" whether other people approve or not • task-focused--strive to get the job done; oft en less aware of others' feelings--which may make them appear insensitive • "no nonsense"--view life in terms of overcoming the obstacles to their successful achievement of desired results • strong-willed--once they make up their minds, preferring to stick to their ideas; even becoming headstrong, especially under stress • impatient--expect other people to help them get results, ASAP!!! • fast-paced--oft en somewhat involved with many projects simultaneously; may even exhibit "workaholism" tendencies
Action Plan... DOMINANT DIRECTOR CHARACTERISTICS SO YOU . . . Concerned with being #1 — Show them how to win, new opportunities Th ink logically — Display reasoning Want facts and highlights — Provide concise data Strive for results — Agree on goal and boundaries, then support or get out of their way Like Personal Choices — Allow them to “do their thing,” within limits Like changes — Vary routine Prefer to delegate — Look for opportunities to modify their work load focus Want others to notice — Compliment them on accomplishments what they’ve done Need to be in charge — Let them take the lead, when appropriate, but give them parameters Tendency towards — If necessary, argue with confl ict conviction on points of disagreement, backed up with facts; don’t argue on “personality” basis 17
Page 2 and 3: People Smart: In Business Copyright
Page 5: Dedications From Tony Alessandra: T
Page 9: Table of Contents I Introduction 1
Page 12 and 13: II Introduction DISCstyles model. I
Page 14 and 15: IV Introduction Consequently, they
Page 16: VI Introduction Th is is a reader-f
Page 20 and 21: 2 One: The Platinum Rule near her.
Page 22 and 23: 4 One: The Platinum Rule second rea
Page 24 and 25: 6 One: The Platinum Rule Modify you
Page 26: 8 One: The Platinum Rule Most of th
Page 30 and 31: 12 Two: I Know Who You Are, But Wha
Page 55 and 56: Chapter 3 How Will You Know One Whe
Page 57 and 58: Direct people are faster paced, mor
Page 59 and 60: What sort of feedback do you suppos
Page 61 and 62: Some are more, some less It is impo
Page 63 and 64: (I) Likely to reserve the expressio
Page 65 and 66: to stand further away from you, eve
Page 67 and 68: Ranges of behavior Whether a person
Page 69 and 70: To identify a person’s behavioral
Page 71 and 72: Th e second participant speaks with
Page 73 and 74: Dominant Directors may like to let
Page 75 and 76: signs personal birthday and Christm
Page 77 and 78: Shares personal More pitch Much han
Page 79 and 80: posters, and other personal items.
Page 81 and 82: phone and like to build a personal,
Page 83 and 84: fully and with less expression than
Page 85 and 86:
tive and logical alternative for so
Page 87 and 88:
If the shoe fi ts Th e dimensions t
Page 89:
DAILY EXAMPLES OF THE FOUR STYLES S
Page 92 and 93:
74 Four: Creating Personal Power Th
Page 94 and 95:
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108:
Page 112 and 113:
94 Five: On the Job Dominant Direct
Page 114 and 115:
96 Five: On the Job never buys gree
Page 116 and 117:
98 Five: On the Job From bus excurs
Page 118 and 119:
100 Five: On the Job pecially, brin
Page 120 and 121:
102 Five: On the Job • Implement
Page 122 and 123:
104 Five: On the Job Non-Interactin
Page 124 and 125:
106 Five: On the Job What do Intera
Page 126 and 127:
108 Five: On the Job task and take
Page 128 and 129:
110 Five: On the Job • Librarian
Page 130 and 131:
112 Five: On the Job others, follow
Page 132 and 133:
114 Five: On the Job Steady Relater
Page 134 and 135:
116 Five: On the Job • Dislike ta
Page 136 and 137:
118 Five: On the Job In business, C
Page 138 and 139:
120 Five: On the Job C leaders Caut
Page 140 and 141:
122 Five: On the Job may make it a
Page 142:
124 Five: On the Job • Work with
Page 146 and 147:
128 Six: Leadership Styles Th e dif
Page 148 and 149:
130 Six: Leadership Styles staff me
Page 150 and 151:
132 Six: Leadership Styles the same
Page 152 and 153:
134 Six: Leadership Styles person w
Page 154 and 155:
136 Six: Leadership Styles boring s
Page 156 and 157:
138 Six: Leadership Styles clinch t
Page 158 and 159:
140 Six: Leadership Styles Making d
Page 160 and 161:
142 Six: Leadership Styles between
Page 162 and 163:
144 Six: Leadership Styles do that,
Page 164 and 165:
146 Six: Leadership Styles how to i
Page 166 and 167:
148 Six: Leadership Styles Action P
Page 168 and 169:
150 Six: Leadership Styles sanitary
Page 170 and 171:
152 Six: Leadership Styles what the
Page 172 and 173:
154 Six: Leadership Styles Action P
Page 175 and 176:
Chapter 7 Selling and Servicing wit
Page 177 and 178:
salesperson and prospect have worke
Page 179 and 180:
#2—studying D’s needs To head o
Page 181 and 182:
ecome so preoccupied with other bus
Page 183 and 184:
How to Sell Your Product or Service
Page 185 and 186:
about the favorable impact or conse
Page 187 and 188:
with new things. So make sure you r
Page 189 and 190:
#2—studying S needs Steady Relate
Page 191 and 192:
identify which employees deserve im
Page 193 and 194:
#1—making contact with the C Befo
Page 195:
train new employees at no additiona
Page 199 and 200:
Now, a Word About Our Authors… An
Page 201:
ship & Character. Dr. O’Connor ha
Page 204 and 205:
186 Claim Your Bonus Once you’ve
Page 206 and 207:
188 Claim Your Bonus Additional Lea
Page 208 and 209:
190 Claim Your Bonus How to Gain Po
Page 210 and 211:
192 Claim Your Bonus Mastering Your
Page 212 and 213:
194 Claim Your Bonus the correct ju
Page 214 and 215:
196 Claim Your Bonus and an assured
Page 216 and 217:
198 Claim Your Bonus It’s fun. It
Page 218 and 219:
200 Claim Your Bonus some of your h
show all

PeopleSmart in Business eBook - The Platinum Rule

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?