| Introduction | |
| Understanding People Smarts | |
| The Platinum Rule | p. 6 |
| Personality clash or instant rapport? | |
| How to deal with difficult people | |
| Bending the Golden Rule | |
| Margaret treats you as she wants to be treated | |
| The Platinum Rule | |
| Doing what comes naturally | |
| Archie Bunker says | |
| Modify your spots | |
| A suggestion for Felix and Oscar | |
| Background of behavioral types | |
| Four styles with a difference | |
| I Know Who You Are, But What Am I? | p. 15 |
| The Personal Assets Inventory | |
| An overview of the four types | |
| The Dominant Director | |
| The Interacting Socializer | |
| The Steady Relater | |
| The Cautious Thinker Goals and fears | |
| Strengths and weaknesses | |
| How they socialize | |
| How they entertain | |
| Typical countries | |
| Four Types, Just Being Themselves | |
| A Behavioral Knight-time Story | |
| Pick a Type ... Any Type | |
| How Will You Know One When You Meet One? | p. 40 |
| Verbal, vocal, and visual clues: Is the person direct or indirect? | |
| Survey of directness versus indirectness: supporting or controlling | |
| Survey of supporting versus controlling behaviors Identifying a person's behavioral style How will you know: | |
| A Dominant Director? | |
| An Interacting Socializer? | |
| A Steady Relater? | |
| A Cautious Thinker? | |
| At the office | |
| Notice the walls | |
| Observable Characteristics | |
| By phone | |
| By letter | |
| If the shoe fits . . . | |
| Creating Personal Power Through Behavioral Adaptability | p. 73 |
| What it Is-and Isn't | |
| Which style is most adaptable? | |
| The adaptability recipe | |
| The high and low adapters | |
| Flexibility | |
| Versatility | |
| Everyone can become more adaptable | |
| The road map to personal adaptability | |
| Creating personal power | |
| Extreme behavior raises others' tensions | |
| Adaptability works | |
| Workplace Applications | |
| On the Job | p. 94 |
| Problem solving in the workplace | |
| Dominant Director, Interacting Socializer, Steady Relater, and Cautious Thinker behaviors at work | |
| Preferred jobs | |
| The name of the game | |
| Leaders | |
| What they want at work | |
| Leadership Styles | p. 124 |
| Making this chapter meaningful | |
| Dominant Director, Interacting Socializer, Steady Relater, and Cautious Thinker leaders | |
| Developing them | |
| Motivating | |
| Complimenting | |
| Counseling | |
| Correcting | |
| Communicating | |
| Making decisions and solving problems | |
| Acknowledging | |
| Delegating | |
| The "best" leadership style | |
| Selling and Servicing with Style! | p. 153 |
| Selling and servicing Dominant Directors, Interacting Socializers, Steady Relaters, and Cautious Thinkers | |
| Making contact | |
| Studying needs | |
| Proposing solutions | |
| Gaining commitment | |
| Assuring satisfaction | |
| Personal Applications | |
| The Social Scene | p. 174 |
| Accentuate the positive | |
| Dominant Director, Interacting Socializer, Steady Relater, and Cautious Thinker social behaviors | |
| Priorities | |
| Sense of humor | |
| Dealing with them | |
| Socializing with them | |
| It's All in the Family | p. 205 |
| Try something extra | |
| Dominant Director, Interacting Socializer, Steady Relater, and Cautious Thinker family interactions | |
| Natural behaviors | |
| About those children | |
| Arriving at acceptable solutions | |
| Meeting needs | |
| Working/playing together | |
| Acceptance | |
| Romance, Romance! | p. 239 |
| One person's attraction is another's distraction | |
| Dominant Directors, Interacting Socializers, Steady Relaters, and Cautious Thinkers and romance | |
| What they want | |
| How they act | |
| Pursuing and being pursued | |
| How they can adapt | |
| Birds of a feather or opposites attract ... combining the four types | |
| How to make any combination work | |
| Afterword | p. 275 |
| Resources | p. 277 |
| Index | p. 279 |
| Table of Contents provided by Syndetics. All Rights Reserved. |