PeopleSmart in Business eBook - The Platinum Rule

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Three: How Will You Know One When You Meet One?
Th ey waste no time
It’s not unusual for a Dominant Director to call someone and, without
saying hello, launch right into the conversation. “You’ve got to be
kidding; the shipment from Hong Kong will kill us . . . by the way, this
is Jack.” When other people can’t keep up with their speed, they may
view them as incompetent.
On the telephone, determine whether the person sends power signals.
Dominant Directors want to pick the time and place to meet. Th ey oft en
speak in a sort of shorthand—concisely and pointedly—and sound cool,
confi dent, and demanding. When Dominant Director Dennis phones, he
actually says: “Janice? Dennis. Tony there?” Talking to him is like speaking
to a human telegram. He reduces the concept of brief and to the point
to another dimension. As commanding speakers who tend not to listen to
others, they naturally want to direct the conversation toward their goals.
Under stress, they can become defensive and aggressive, attacking others
personally to show who’s in control. Th ey dislike using touchy-feely,
emotional terms and prefer sensible thinking terminology. “I think we’ll
implement this plan tomorrow,” or, “I think this discussion is over.”
Th eir letters are brief and to the point
A letter from a Dominant Director tends to be brief, forceful, and to
the point. Th ey may mention highlights of conversations or materials,
but they don’t belabor them. Th ey may give specifi cs for your followthrough
or raise questions they want answers to now. “Th e Mulvany
account needs to be reworked. I hear he’s got a new partner and a different
address. Track him down and get the data we need so we can let
him know that we’ve studied his account and we know our stuff .”
Even notes and cards take on abbreviated forms and may show little
or no indication of feelings. “Todd, hope you’re doing well. I’m
working hard . . . ” We know more than one Dominant Director who