PeopleSmart in Business eBook - The Platinum Rule

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34 Two: I Know Who You Are, But What Am I? Pick a type. . .any type Aft er our general introduction to the basic four, core behavioral types, you may already know which one is most like you. Did you also recognize other people you know? Besides deciding which type is most like you, you may have thought of people who sounded quite similar to one or more of the personality types in this chapter--those you harmonize with and those who tend to “rub you the wrong way”. Now that you know which type you are, you can better determine other people’s types. Integrating what you know about yourself with what you can observe and learn about others reveals valuable information to help you relate more eff ectively with them. Th e next chapter explains how to determine other personality types by focusing on specifi c verbal, vocal, and visual signals they provide. So get ready to become a people reader in Chapter 3. Remember . . . TASK ORIENTED PEOPLE ORIENTED Cautious Th inker Steady Relaters Dominant Director Interacting Socializers FASTER PACED SLOWER PACED Dominant Directors Steady Relaters Interacting Socializers Cautious Th inkers WHO SEEKS WHAT? Dominant Directors Power & Control Cautious Th inkers Accuracy & Precision Interacting Socializers Popularity & Prestige Steady Relaters Sincerity and Appreciation
KIND OF DECISION MAKER Dominant Director Decisive Cautious Th inker Deliberate Steady Relater Conferring Interacting Socializer Spontaneous 35
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
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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
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84 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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