PeopleSmart in Business eBook - The Platinum Rule

What sort of feedback do you suppose the Indirect types probably
provide? “It sounds interesting, but it also raises a lot of questions. Have
you asked anyone else for their opinion? Your boss, for instance?”
“Ask my boss? Forget it! He might say no! Th en what would I do? My
hands would be tied.”
Th is more Direct person’s motto in these cases is, “It’s easier to beg
forgiveness than seek permission.” When in doubt, do it anyway. You
can always apologize later.
Or Indirect?
On the opposite side of the Directness spectrum, Indirect people are
more quiet and reserved. Th ey are seen as more easygoing, or at least
more self-contained. Indirect people ask questions and listen more
than they talk. Th ey typically reserve their opinions. When asked to
take a stand, they may make tentative statements. Th ey oft en appear
more objective, quiet, and indecisive. When taken to an extreme, these
positive traits can be viewed as negative ones—wishy-washy, tightlipped,
unassertive behaviors. Indirect people are also less confronting,
less demanding, less assertive, and less socially competitive than their
Direct counterparts. Th ey’re team players who allow others to take the
social initiative. For instance, when they want to go to the movies or a
restaurant, they might think to themselves, “Gee, I’d really like to see
that new romantic comedy movie.” Th en they wait for someone to invite
them to go instead of outwardly expressing interest to others.
Th ey tend to be more security-conscious—moving slowly, meditating
on their decisions, and avoiding bigger risks. As a result, they oft en
avoid taking bold chances or spontaneous actions. Aft er all, what’s the
best way to keep from failing? One way is to do nothing until you’re satisfi
ed it would be an improvement. In other words, do only sure things.
Th ose sure things result in a higher success ratio, so they are more
41