PeopleSmart in Business eBook - The Platinum Rule

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24 Two: I Know Who You Are, But What Am I? “May I entertain you?” In the same respect, Steady Relater celebrities tend to give predictable deliveries. Both the audience and performer may seem to merge because the Steady Relater feels so in tempo with his or her viewers. Typical audience responses may include: “He’s truly one of us!” Or, “It’s like being with a member of the family or my closest friend!” Steady Relaters welcome group participation, and their performances refl ect their natural give and take. Two countries with many Steady Relaters Two Steady Relater countries that seem to have emphasized this lifestyle as a cultural norm resulting in a disproportionate number of such individual styles, are Poland and Spain. Both cultures have historically found ways to get along with foreign elements while methodically plodding forward in the direction expected, even though that direction has oft en been dictated by others in the short run. Th e Polish people are world famous for their friendly, hard-working perseverance despite the obstacles which may confront them. And, the Spanish people (those beloved Latins) make others feel at home while practicing such distinctive customs as their renowned midday siestas. Taking siestas actually allows them to go home to their families during the workday. Th is is consistent with the preferred slower lifestyle of this temperament, without disrupting the diff ering customs of guests in their homeland. Citizens of both countries are known in their native lands and in the United States for their neighborhood restaurants and extensive group social activities. Compare the following distinguishing characteristics of this Steady Relater type which describe people you know who’ve been infl uenced directly by their own ethnic, social group, or cultural roots: • easygoing--calm, measured, low-key behavior and outlook
• slower paced--wait until they know the steps or guidelines before acting, then move forward in a pre-set manner • patient-- defi ne themselves by their desire for stable relationships with others; oft en view problems or concerns as workable • predictable--favor routine and stable conditions and practices • persevering--likely to stick to a project for longer periods of time or at least until the concrete results have been produced • modest--less likely to "blow their own horns", but are appreciative when others acknowledge their contributions • accommodating--like to get along with others through predictable role relationships • neighborly--prefer friendly, pleasant, helpful working relationships Action Plan... STEADY RELATER CHARACTERISTICS SO YOU . . . Concerned with stability — Show how your idea minimizes risk Th ink logically — Show your reasoning Want documentation — Provide facts and proof Like personal involvement — Demonstrate your interest in them Need to know — Provide outline and/or one two-step-by-step sequence three instructions as you personally “walk them through” 25
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
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Page 67 and 68: Ranges of behavior Whether a person
Page 69 and 70: To identify a person’s behavioral
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Page 75 and 76: signs personal birthday and Christm
Page 77 and 78: Shares personal More pitch Much han
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Page 81 and 82: phone and like to build a personal,
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Page 87 and 88: If the shoe fi ts Th e dimensions t
Page 89: DAILY EXAMPLES OF THE FOUR STYLES S
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74 Four: Creating Personal Power Th
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94 Five: On the Job Dominant Direct
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96 Five: On the Job never buys gree
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98 Five: On the Job From bus excurs
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100 Five: On the Job pecially, brin
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102 Five: On the Job • Implement
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104 Five: On the Job Non-Interactin
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106 Five: On the Job What do Intera
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108 Five: On the Job task and take
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110 Five: On the Job • Librarian
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112 Five: On the Job others, follow
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114 Five: On the Job Steady Relater
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116 Five: On the Job • Dislike ta
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118 Five: On the Job In business, C
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120 Five: On the Job C leaders Caut
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122 Five: On the Job may make it a
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124 Five: On the Job • Work with
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128 Six: Leadership Styles Th e dif
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130 Six: Leadership Styles staff me
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132 Six: Leadership Styles the same
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134 Six: Leadership Styles person w
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136 Six: Leadership Styles boring s
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138 Six: Leadership Styles clinch t
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140 Six: Leadership Styles Making d
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142 Six: Leadership Styles between
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144 Six: Leadership Styles do that,
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146 Six: Leadership Styles how to i
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148 Six: Leadership Styles Action P
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150 Six: Leadership Styles sanitary
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152 Six: Leadership Styles what the
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154 Six: Leadership Styles Action P
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Chapter 7 Selling and Servicing wit
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salesperson and prospect have worke
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#2—studying D’s needs To head o
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ecome so preoccupied with other bus
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How to Sell Your Product or Service
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about the favorable impact or conse
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with new things. So make sure you r
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#2—studying S needs Steady Relate
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identify which employees deserve im
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#1—making contact with the C Befo
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train new employees at no additiona
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Now, a Word About Our Authors… An
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ship & Character. Dr. O’Connor ha
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186 Claim Your Bonus Once you’ve
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188 Claim Your Bonus Additional Lea
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190 Claim Your Bonus How to Gain Po
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192 Claim Your Bonus Mastering Your
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194 Claim Your Bonus the correct ju
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196 Claim Your Bonus and an assured
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198 Claim Your Bonus It’s fun. It
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200 Claim Your Bonus some of your h
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