directness and openess

directness and openess - The Platinum Rule Behavioral Style...

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Unformatted text preview: The Platinum Rule Behavioral Style Assessment for Sample PlatinumRule - RELATER Style How to Modify Your Directness and Openness In some interpersonal situations. you will only be abie to identify another person's directness or openness, but not both. In these situations, you need to know how to practice adaptability, one behavioral dimension at a time. With that in mind, let's look at what you can do to modify YOUR level of Directness or Openness before looking at specific guidelines for being more adaptable with each of the four styles. TO INCREASE DIRECTNESS Speak and move at a faster pace initiate conversation and decisions Give recommendations Use direct statements rather than roundabout questions Use a strong, confident voice Challenge and tactfuliy disagree, when appropriate Face conflict openly, but don’t conflict with the person Increase your eye contact TO INCREASE OPENNESS Share feelings: show more emotion Respond to the expression of others' feeiings Pay personal compliments Take time to develop the relationship Use friendly language Communicate more; loosen up and stand closer Be willing to digress from the agenda Copyright © 2003 Alessandra 8. Associates. Inc. Club One TO DECREASE DIRECTNESS Talk, walk and decide more slowly Seek & acknowledge others' opinions Share decision-making & leademhip Lassen your energy level; be more mellow Do not interrupt When talking, provide pauses to give others a chance to speak Refrain from criticizing, challenging, or acting pushy When disagreeing, choose words carefully TO DECREASE OPENNESS Get right to the task»- the bottom line Maintain more of a logical. factuai orientation Keep to the agenda Do not waste the other person's time Do not initiate physicai contact Downplay your enthusiasm and body movement Use businesslike language Page 25 (415) 288-1089 www.clubone.com The Platinum Rule Behavioral Style Assessment for Sample PiatinumRule — RELATER Style Action Pians With All Four Styles... RELATER TRAITS... SO YOU... SOCIALIZER TRAITS... SO YOU... Concemed with stability Think logically Want documentation and facts Like personal involvement Need to know step—by—step sequence Want others to notice their patient perseverance Avoid risks and changes Dislike conflict Accommodate others Look for calmness and peace Enjoy teamwork Want sincere feedback that they‘re appreciated THIN KER TRAITS. .. Concemed with aggressive approaches Think logically Seek data Need to know the process Utilize caution Prefer to do things themselves Wantothers to notice their accuracy Gravitate toward quality control Avoid conflict Need to be right Like to contemplate Show how your idea minimizes risk Show reasoning Provide data and proof Demonstrate your interest in them Provide outline andfor one-huo-three instructions as you personally "watk them through" Compliment for their steady follow- through — Give them personal assurances — Act non-aggressively. focus on common interest or needed support — Allow them to provide service or support for others n Provide relaxing, friendly atmosphere — Provide them with a cooperative group « Acknowledge their easygoing manner and helpful efforts. when appropriate 30 YOU... Approach them in an indirect, non- threeiening way Show reasoning Give it to them in writing Provide explanations and rationale Allow them to think. Inquire and check before they make decisions When delegating. letthem check on others' progress and performance Compliment them on their thorough- ness and correctness when appropriate Let them assess and be involved in the process when possible Tactfully ask for clarification and assistance you may need -— Atlow them time to find the best or "correct" answer. within available limlts - Teii them “why” and "how" Copyright © 2003 Alessandra 8| Associates. inc. Club One Concerned with approval and appearances Seek enthusiastic people and situations Think emotionally Want to know the general expectations Need involvement and people contact Like changes and innovations Want others to notice THEM Often need help getting organized Look for action and stimulation Surround themselves with optimism" Want feedback that they "look good" DiRECTOR TRAITS... Concerned with being #1 Think logically Want facts and highlights Strive for results Like personal choices Like Changes Prefer to delegate Want others to notice accomplishments Need to be in charge Tendency towards conflict (415) 288—1089 www.clubone.oorn Show them that you admire and like them Behave optimistically and provide upbeat setting Support their feelings when possible Avoid involved details. focus on the "big picture” interact and participate with them Vary the routine: avoid requiring long- terrn repetition by them Compliment them personally and often Do it together Keep up a fast. lively. pace Support their ideas and don‘t poke holes in their dreams; show them your positive side Mention their accomplishments. progress and your other genuine appreciation SO YOU... Show them how to win, new opportunities Display reasoning Provide concise data Agree on goal and boundaries. then support or get out of their way Allow them to “do their thing.“ within limits Vary routine Look for opportunities to modify their work-load focus Compliment them on what they‘ve done — Let them take the lead, when appropriate. but give them parameters — If necessary. argue with conviction on points ofdisagreement. backed up with facts; don't argue on a "personality" basis Page 25 The Platinum Rule Behavioral Style Assessment for Sample PlatinumRule — RELATER Style How to Adapt to the Different Behavioral Styles THE DIRECTOR STYLE They‘re time~sensitive; so don't waste their time. Be organized and get to the point. Give them relevant information and options, with probabiiities of success. Give them written details to read at their leisure — all on a single page. The Director Styles are goal-oriented, so appeal to their sense of accomplishment. Stroke their egos by supporting their ideas and acknowledge their power and prestige. Let the Director call the shots. If you disagree, argue with facts, not feelings. In groups, allow them to have their say because they are not the type who will take a back seat to others. With the Director Style, in general, be efficient and competent. At Work — Help Them To More realistically gauge risks Exercise more caution and deliberation before making decisions Follow pertinent ruies, regulations, and expectations Recognize and soiicit others' contributions Tell others the reasons for decisions Cultivate more attentionfresponsiveness to emotions Saies and Service Strategies with Director Styles Plan to be prepared, organized, fast-paced, and always to the point Meet them in a professional and businesslike manner Learn and study their goals and objectives — what they want to accomplish, how they currently are motivated to do things, and what they would like to change Suggest solutions with clearly defined and agreed upon consequences as well as rewards that relate specifically to their goals Get to the point Provide options and let them make the decision, when possible Let them know that you don't intend to waste their time in Social Settings Copyright © 2003 Alessandra & Associates, Inc. Convey openness and acceptance of them Listen to their suggestions Summarize their achievements and accomplishments Give them your time and undivided attention Appreciate and acknowledge them when possible Page 29 Club One (415)288-1089 www.clubone.com The Platinum Rule Behaviors! Style Assessment for Sample PtatinumRule - RELATER Style THE SOCIALIZER STYLE The Socializer Styles thrive on personal recognition, so pour it on sincerely. Support their ideas, goals, opinions, and dreams. Try not to argue with their pie«in~the—sky visions; get excited about them. Socializers are social-butterflies, so be ready to flutter around with them. A strong presence, stimulating and entertaining conversation, jokes, and liveliness will win them over. They are people—oriented, so give them time to socialize. Avoid rushing into tasks. With the Socializer Styles, in general, be interested in them. At Work — Help Them To I Attend to key details and improve their follow-through efforts - Monitor socializing to keep it in balance with other aspects of life - Write things down and work from a list, so they'll know what to do when I Prioritize activities and focus on tasks in order of importance - Become more organized and orderly in the way they do things - Get the less appealing tasks of the day over with eariy - Pay more attention to time management of activities I Check to make sure they're on course with known tasks or goats Sales and Service Strategies with Socializer Styles I Show that you‘re interested in them, let them taik, and allow your animation and enthusiasm to emerge - Take the initiative by introducing yourseif in a friendiy and informal manner and be open to new topics that seem to interest them - Support their dreams and goals - Illustrate your ideas with stories and emotional descriptions that they can reiate to their goals or interests - Cleariy summarize details and direct these towards mutually agreeable objectives and action steps I Provide incentives to encourage quicker decisions - Give them testimonials In Social Settings - Focus on a positive, upbeat, warm approach I Listen to their personal feelings and experiences - Respond openly and congenialiy - Avoid negative or messy problem discussions - Make suggestions that allow them to look good - Don’t require much follow-up, detail or long—term commitments - Give them your attention, time and presence - Publicly and privately acknowledge them - Focus on how glad you are when they succeed Copyright (5) 2003 Alessandra & Associates, Inc. Page 30 - Club One (41 5) 288—1089 www.clubone.com The Platinum Rule Behavioral Style Assessment for Sample PlatinumRule — RELATER Style THE RE LATER STYLE They are relationship-oriented and want warm and fuzzy relationships, so take things slow, earn their trust, support their feelings, and show sincere interest. Talk in terms of feelings, not facts. Relaters don't want to ruffle feathers. They want to be assured that everyone will approve of them and their decisions. Give them time to solicit co-workers' opinions. Never back a Relater Style into a corner. It is far more effective to apply warmth to get this chicken out of its egg than to crack the shell with a hammer. With the Reiater Style, in general. be non threatening and sincere. ‘ At Work — Help Them To Utilize shortcuts and discard unnecessary steps Track their growth Avoid doing things the same way Realize there is more than one approach to tasks Become more open to some risks and changes Feel sincerely appreciated Speak up and voice their thoughts and feelings Modify the tendency to do what others teil them Get and accept credit and praise, when appropriate Sales and Service Strategies with Relater Styles Get to know them more personaliy and approach them in a non—threatening, pleasant, and friendly, but professional way Develop trust, friendship, and credibility at a relatively slow pace Ask them to identify their own emotional needs as well as their task or business expectations Get them involved by focusing on the human element... that is, how something affects them and their relationships with others Avoid rushing them and give them personal, concrete assurances, when appropriate Communicate with them in a consistent manner on a regular basis In Social Settings Copyright © 2003 Alessandra & Associates. Inc. Focus on a slower-paced, steady approach Avoid arguments and conflict Respond sensitively and sensibly Privately acknowledge them with specific, believable compliments Aliow them to follow through on concrete tasks Show them step—by-step procedures Behave pleasantly and optimistically Give them stability and a minimum of change Page 31 Club One (415)283-1089 www.clubone.com The Platinum Rule Behavioral Style Assessment for Sample PlatinumRule — RELATER Style THE THINKER STYLE They are time-disciplined, so be sensitive to their schedules. They need details, so give them data. They are task—oriented; so don't expect to become their friend before working with them. Friendship may develop later, but, unlike the Socializer Styles, it is not a prerequisite. Support the Thinker Styles in their organized, thoughtful approach to problem solving- Be systematic, logical, well prepared, and exact with them. Give them time to make decisions and work independently. Allow them to talk in detail. In work groups, do not expect the Thinkers to be leaders or outspoken contributors, but do rely on them to conduct research, crunch numbers, and perform detailed footwork for the group. If appropriate, set guidelines and exact deadlines. The Thinker Styles like to be complimented on their brainpower, so recognize their contributions accordingly. With the Thinker Styles, in general, be thorough, well prepared, detail-oriented, business—like, and patient. At Work — Help Them To - Share their knowledge and expertise with others - Stand up for themselves with the people they prefer to avoid - Shoot for realistic deadlines and parameters - View people and tasks less seriously and critically - Balance their lives with both interaction and tasks 1- Keep on course with tasks, with less checking - Maintain high expectations for high priority items, not everything Sales and Service Strategies with Thinker Styles - Prepare, so that you can answer as many of their questions as soon as possible - Greet them cordially, but proceed quickly to the task; don't start with personal or social talk - Hone your skills in practicality and logic I Ask questions that reveal a clear direction and that fit into the overall scheme of things I Document how and why something applies I Give them time to think; avoid pushing them into a hasty decision - Tell them both the pros and cons and the complete story - Follow through and deliver what you promise in Social Settings - Use a logical approach - Listen to their concerns, reasoning, and suggestions - Respond rather formally and politely - Negative discussions are OK, as long as they aren't personally directed - Privately acknowledge them about their thinking - Focus on how pleased you are with their procedures - Solicit their insights and suggestions - Show them by what you do, not what you say Copyright © 2003 Alessandra & Associates, Inc. Page 32 Club One (415) 288—1089 www.clubone.com ...
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This note was uploaded on 06/17/2011 for the course BUS 381 taught by Professor Johnathonperry/cherylluczak during the Spring '11 term at St. Xavier.

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directness and openess - The Platinum Rule Behavioral Style...

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