CREATING
HIGH-PERFORMANCE
LEADERSHIP

We have all heard of the Golden Rule: “Do unto others as you would have them do unto you.” However, the Golden Rule implies the basic assumption that other people would like to be treated the way that you would like to be treated.

The alternative to the Golden Rule is much more productive. It is the Platinum Rule: “Treat others the way they want to be treated.” The Platinum Rule accommodates the feelings of others. The focus of relationships shifts from “this is what I want, so I’ll give everyone the same thing” to “let me first understand what they want and then I’ll give it to them.”

Building rapport with people based on the Platinum Rule requires some thought and effort, but it is the most insightful, rewarding and productive way to interact with people. And it is easy to learn.

The Platinum Rule divides behavioral preferences into four basic styles: The High D Dominant Director, The High I Influencing Socializer, The High S Steady Relater and The High C Conscientious Thinker. Everyone possesses qualities of each style to one degree or another; however, everyone has a dominant style (see above). For the sake of simplicity, this article will focus only on the basic, dominant styles. As you read the descriptions, consider which style fits you best. Then think about people around you—at home, in the office—and determine their styles.

The Platinum Rule—treating others the way they want to be treated by adapting to their personality style—can quickly make you a more sensitive, effective leader. Indeed, the Platinum Rule can have a positive effect on almost every aspect of managing—communicating and delegating, complimenting and correcting, motivating and counseling. Understanding your own leadership style as well as that of others can help you increase your compatibility and effectiveness with all your employees.

Where does your power come from?

Your power to influence employees springs from two sources: “positional power” and “personal power.” Positional power is just what it sounds like—you’re the CEO, the department head, the regional sales manager, and a certain amount of power comes from your position within the hierarchy. But personal power comes from earning it, from developing it. Positional power is a starting point for influencing someone but the best you will get from your employees is compliance. It’s personal power that turns mere compliance into real commitment, cooperation and collaboration.

Employees have gained added clout in recent decades. Court decisions combined with more enlightened theories of management have had the effect of giving more say to the rank-and-file. In fact, it’s now believed that a leader can’t really lead until he or she is genuinely accepted by the led. Thus, personal power—in essence, your skill in dealing with people—is increasingly crucial to you and your organization. In short, if you honor your employees’ individuality, their essential difference, they’ll feel like they’re on a winning team and will work harder and better for you. But you must empower them rather than just seeking power over them. You can do that by learning to listen, observe and talk to them. And then adapting so they’ll feel important and wanted. That’s The Platinum Rule put into action. Do that and you’ll see less tension and fewer conflicts, and have a more effective, motivated workforce.

Leadership development: the “best” leadership style

Remember, the best leader isn’t someone with a particular behavioral style, or even some ideal blend of styles. Instead, the best leader is someone who realizes what a job or task requires—and then does it! That means working well with all of the personality styles in all sorts of situations. In fact, as firms restructure and put new emphasis on teamwork, leaders who understand behavioral styles will have a leg up. As situational leaders, they may act in their natural style, adapt to another style or choose another person to handle a certain situation. The manager may change the work environment—realign a worker’s duties, alter deadlines or revamp priorities—to allow employees to play to their strengths. Most managers today agree that you can’t mandate productivity.

For any organization to run best, it probably needs all four styles, but needs them in the right spots. In all cases, the manager should be aware of her style and how it can affect others, and should understand the leadership styles of those around her.

An effective situational leader then knows how to round off some of the sharper edges of his or her personal style to fit different situations, and also pull together people with other leadership styles who complement and add to the team.

Adapted from articles by Tony Alessandra, Ph.D.