PeopleSmart in Business eBook - The Platinum Rule

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54 Three: How Will You Know One When You Meet One? have family photos, they may hang behind them or someplace where they don’t readily see them. To this type, their offi ces are places of business and the fewer distractions they have, the better. Hustle, bustle, and busywork Dominant Directors like constant activity, so you’ll seldom catch them idle. Between existing tasks, they pick up new ones. Th ey perk up when competing and appear to thrive with a pressure cooker schedule. Th ey oft en squeeze you onto their calendars and let you know that their time is limited, either by telling you outright or by showing you. Looking at a watch or clock, they frequently shift their gaze elsewhere, or make and take phone calls while you sit in their offi ce. Th ey walk fast in pursuit of a tangible goal, so Dominant Directors may not notice people around them or may just hurriedly grunt something to acknowledge them. Th ey oft en act both brisk and brusque without realizing it. When under stress, impatience emerges and they may push others aside to reach their goal—completing a report, getting served fi rst, or running out the door to make an appointment. When pressure intensifi es, Dominant Directors oft en rise to the occasion. Under time constraints, they may concede to impatience and rely on educated guesses, even their own hunches. Power symbols Dominant Directors tend to dress comfortably and typically pay less attention to their appearance than the other types. Th ey may program themselves primarily for work results, so wardrobe tends to play a secondary role in most fi elds of work. Th ey may be candidates for a timesaving personal shopper or tailor who can choose or measure outfi ts for them in the privacy of their own offi ces. Dominant Directors gravitate toward authority symbols, so they may wear navy blue or charcoal gray power suits.
Dominant Directors may like to let people know they’ve made it without having to tell anyone about it, so they oft en prefer possessions that emit success and authority messages— like a black or steel gray Mercedes or BMW. Someone once suggested they’d buy a tank, if they could. Observable Characteristics of Dominant Directors Verbal Vocal Visual States more than asks More vocal variety Firm handshake Talks more than More forceful tone Steady eye Listens contact Primarily verbal, Communicates Gestures to not written, readily emphasize communication points Makes strong High volume, Displays Statements fast speech impatience Blunt and to the Challenging voice Fast moving Point intonation body language How Will You Know a Dominant Director by Phone? When speaking on the phone to a Dominant Director, treat her the same way as in a person-to-person contact. Th ink of the ABC’s: Keep it abridged, brief, and concise. Th en we prepare our delivery with the bottom line in mind: “Th e trend in your industry is toward computergenerated graphics. Th e research we’ve conducted with other typesetters in your area indicates increased profi ts of 20 to 30% over two years. I’d like to meet with you for 10 minutes to show you the numbers and see if this concept interests you.” 55
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People Smart: In Business Copyright
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Dedications From Tony Alessandra: T
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Table of Contents I Introduction 1
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II Introduction DISCstyles model. I
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IV Introduction Consequently, they
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VI Introduction Th is is a reader-f
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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
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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 65 and 66: to stand further away from you, eve
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Page 69 and 70: To identify a person’s behavioral
Page 71: Th e second participant speaks with
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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,
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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
Page 92 and 93: 74 Four: Creating Personal Power Th
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Page 112 and 113: 94 Five: On the Job Dominant Direct
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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
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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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