platinum rule

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The Platinum Rule: A Relationship Strategy
The ability to create rapport with a large number of people is a fundamental skill in
sales, management, personal relationships, and everyday life. Relationship Strategies have been
developed considering people’s behavior. One of those strategies is The Platinum Rule which
has been developed by Dr. Tony Alessandra. Dr. Alessandra, who has written 27 books about
Relationship Strategies and has counseled companies like Apple and Honda, tells us that the
main idea of this strategy is to treat others as they want to be treated; also, he classifies people
in four personality styles: Directors, Socializers, Thinkers, and Relaters. Knowing which
personality has each one and treating them based on their personalities can improve our
development as person and professional (Dennis).
The Platinum Rule improves the well-known Golden Rule which says, “Treat others the
same way you want them to treat you” (Luke 6:31). The Golden Rule assumes that all people
want to be treated the same way. Furthermore, it ignores that people are motivated by vastly
different things. The Platinum Rule treats others as they want to be treated so it corrects that
flaw.
The Platinum Rule treats people based on their personality that is discovered based on
their behavior (Hunsaker). Treating people according to their behavior is not a new idea. Great
philosophers throughout history have theorized about the differences in people. In ancient
Greece, Hippocrates developed the concept of four temperaments: Melancholy, Sanguine,
Phlegmatic, and Choleric (Boeree). In 1923, Dr. Carl Jung wrote his seminal work,
Psychological Types, in which he describes four behavioral types Intuiter, Thinker, Feeler, and
Sensor. Anthropologists tell us that, even today, the model of four behavioral types is found in
cultures throughout the world. The Platinum Rule is not the exception; also, it classifies the
behavior in four styles.
The goal of The Platinum Rule is personal chemistry and productive relationships based
in the knowledge of four personality types. You simply have to understand what drives people

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and recognize your options for dealing with them. The four basic styles of The Platinum Rule
are: The Director, The Socializer, The Relater, and The Thinker (Fig. 1).
Fig.1. The Platinum Rule: Model of Behavioral Styles (Alessandra; Sherman)
In general, Directors are fast-paced and task-oriented (Fig. 1). They like to control
people and situations, so they are leaders. Also, Directors are goal-oriented, go-getters and
accept challenges. On the other hand, Directors are so focused that they can appear aloof. They
are driven and dominating, which can cause them to be stubborn, impatient, and insensitive to
the feelings. Because they are fast-paced, they allow little or no time for small talks. Based on
this characteristic is easy to recognize them, for example in the majority of situations Directors
will put first their obligations than their feelings and if they are in a situation that needs a
decision they will decide quickly. At work, they often have large power-desks that look busy
with lots of projects. Their walls are adorned with diplomas, awards, and perhaps a large
planning calendar. Conversationally, you can recognize Directors because they go to the point.
So, when you treat a Director you should not waste their time with small irrelevant talks because
they are very time-sensitive. Be organized and prepared to work quickly. Get to the point and
give them relevant information about the issue that you are talking about. Stroke their egos by

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recognizing their ideas, and subtly reassure them of their power and prestige. If you disagree,
argue with facts rather than feelings (Alessandra 46-48).
Socializers are relationship-oriented and faster-paced (Fig. 1). They are open, direct,
friendly, persuasive, optimists and enthusiastic. They are idea-people and dreamers who excel
at getting others excited about their vision. However, as wonderful as Socializers may sound,
they do have their weaknesses: impatience, an aversion to being alone, and a short attention
span. Also, they are risk-takers who base many of their decisions on intuition. When given only
a little data, however, Socializers tend to make sweeping generalizations. Conversationally, you
may be able to notice them by their focus on themselves, their enthusiasm, and their penchant
for story-telling. It is always obvious that Socializers would rather chat than get down to
business. At work, they arrange their offices in open, airy, friendly ways; their offices are
inviting to visitors. Their walls are covered with signs of recognition like photographs with
celebrities or high profile executives. You should treat Socializers by supporting their ideas,
goals, opinions, and dreams. Try not to argue with their visions, get excited about them. They
are people-oriented, so give them time to socialize. Avoid rushing into tasks. Socializers are
less reliable than others, so get all details and commitments in writing. Be clear and direct in
your expectations of them (Alessandra 49-52).
Thinkers are task-oriented (Fig. 1) people who like controlled environments. Thinkers’
strengths include an eye for detail and accuracy, dependability, independence, persistence,
logic, and organization. They are analytical, systematic people who enjoy problem-solving.
They are efficiency experts who enjoy perfecting processes and working toward tangible
results. Thinkers are always in control of their emotions and can be overly-critical. Their
tendency toward perfectionism can cause “paralysis by over-analysis.” Thinkers are slow and
deliberate decision-makers. You may recognize a Thinker because when you ask something
they usually tell you all the details and the process; also, they speak relatively slowly and
deliberately pausing if necessary to search for the right word. A Thinker´s desk look likes are

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structured, organized and neat. Their offices are decorated functionally rather than artistically.
For adapt to Thinkers be sensitive to their time because they are time-disciplined. They need
details, so give them data. They are task-oriented, so don't expect to become their friend before
doing business or working with them. Support Thinkers in their organized, thoughtful approach
to problems and tasks. Be systematic, logical, well-prepared, and exact with them. Give them
time to make decisions and work on their own. In work groups, do not expect them to be leaders
or outspoken contributors, but you can rely on them to conduct research, crunch numbers, and
develop methods for the group. Thinkers like to be complimented on their brain-power, so
recognize their contributions in appropriate terms like in efficiency. Allow them to talk in detail,
as they are prone to do (Alessandra 52-55).
Relaters are the most people-oriented of the four styles (Fig. 1). They are warm,
supportive, and nurturing individuals. Relaters are excellent listeners, devoted friends, and loyal
employees. Nevertheless, Relaters are risk-aversive. When Relaters are faced with change, they
need to think it through, plan, and accept it into their world. They need personal composure,
stability and balance. You can spot a Relater because of the sentimental items around them like
family pictures on their desks. Their walls are decorated with conservative art, serene pictures,
family or group photos, and supportive slogans. Conversationally, you can recognize a Relater
by their calm, relaxed, slow-paced, and supportive styles; they are excellent listeners. For a
rapport with a Relater you should earn their trust before they will let you in. Support their
feelings and show interest in every facet of their lives. Take things slow; they are relationship-
oriented, but slow-paced. You should talk in terms of feelings, not facts (Alessandra 55-58).
With the insight of the four personality styles explained above (main characteristics,
recognizing and treating), you will come a better understanding of people. That understanding
is the key to The Platinum Rule. With flexibility and versatility, this means the willingness and
ability to change your behaviors, you will be able to adapt your behavior and align it with the
person with whom you are trying to build or maintain a rapport. For example, an Ecuadorian

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company called Foligrin, which sells bio-stimulants in the flower sector, applied marketing
strategies defined by the personality style of current and potential customers for six months.
With Thinkers, who were the majority of the costumers, Foligrin’s sellers provide the costumer
all the technique information about the product and the necessary time for a decision without
pressure; also, sellers complimented the well maintained flowers crop. As a result, sales showed
an increase of 47.98 % in 2013 compared with 2012 (Rosas).
To conclude, The Platinum Rule helps us to communicate more effectively with others
and to understand what they really want. With the discovery of four personality types you
understand how to spot each behavioral style. To sum up, you have to be efficient and
competent with Directors; with Thinkers you need to be thorough, well-prepared, detail-
oriented, business-like, and patient; with Socializers it’s a good idea to be interested in them,
and with Relaters you should be non-threatening and sincere. The Platinum Rule vision will
build a rapport in every aspect of your life. 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.
Works Cited
Alessandra, Tony. The Disc Platinum Rule. La Jolla. California, 2010. Web. 10 Sep. 2015. <
http://www.platinumrule.com/DISCeWorkbook.pdf>
Alessandra, Tony. The Platinum Rule for Trade Show Mastery. Morgan James Publishing.
Garden City. New York, 2008. Web. 20 Sep. 2015.

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Boeree, C. George. "Early Medicine and Physiology". 2002. Web. 1 Sep. 2015. <
http://webspace.ship.edu/cgboer/neurophysio.html >
Dennis, Robert. Bocarnea, Mihai. "Development of the servant leadership assessment
instrument", Leadership & Organization Development Journal. 2005. Vol. 26. pp.600 –
615. Web. 30 Sep. 2015.
Hunsaker, Phillip, and Anthony Alessandra. The Art of Managing People. 1980. Touchstone
Press. Print
Jung, Carl. Harcourt, Brace Psychological types: or the psychology of individuation. 1923.
Oxford, England. Print
New American Standard Bible (NASB). Bible Gateway. Luke 6:31. Web. 20 Sep. 2015. <
https://www.biblegateway.com/versions/New-American-Standard-Bible-NASB/>
Rosas, Chyntia, Blandin Alonso, and Javier Lizardo. Desarrollo de estrategias de mercadeo
definidas por el estilo de personalidad de los clientes actuales y potenciales en el
consumo de bioestimulantes de la empresa FOLIGRIN S.A dentro del sector floricultor
ecuatoriano. Quito, 2014. Web. 25 Sep. 2015. <http://biblioteca.epn.edu.ec/cgi-
bin/koha/opac-detail.pl?biblionumber=31490>
Sherman, Jacky. Gaining Referrals by Using the Platinum Rule. 2012. Web. 01 Oct. 2015.
<http://www.green-umbrella.biz/2012/01/guest-blogger-gaining-referrals-platinum-
rule/>