6. Leadership Development Using the Enneagram

Michelle: 00:00:44

Welcome to episode five, how I use the Enneagram to help teams.

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I'm Michelle Kay Anderson and I'm excited

to bring you this two part series on

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four ways that you can use the Enneagram

to help improve performance at work.

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I recorded this episode after conducting

a team workshop with a group that I've

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been working with for a couple of years.

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And I was celebrating the fact that

we did some really deep work over a

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couple of days and how that opportunity

becomes available to teams when

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you've been working with a system

like the Enneagram for a little bit.

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So I thought I'd share specifics

on how you can apply the Enneagram

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at work so you can evaluate if

this might be a good fit for you.

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Typically managers who are working

on team building might have the team

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take a personality test or bring

in an expert to conduct a workshop.

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But often within like a week,

things seem to go back to normal.

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Working with a system like the Enneagram

allows you not just to understand each

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other better, but to begin to identify

interventions and pattern changes that

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will move the needle for you collectively.

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But working with a system like the

Enneagram is a little bit different

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in that it allows you not just to

understand each other better or

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to put each other into categories.

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Right.

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But it allows you to begin to identify

specific interventions and patterns

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that you can change that are going to

move the needle for you collectively.

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The conscious leaders that I work

with know that categorizing people is

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not a useful way to build connection.

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---

Okay, so The four main things that I tend to work on with teams when I'm

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using the Enneagram are leadership

development, identifying the strengths

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and weaknesses of your team style,

improving relationships on the team, and

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becoming more effective communicators.

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Let's start by looking at

leadership development specifically.

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In 21st century organizations,

every employee is encouraged to

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think of themselves as a leader.

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And that tends to come from the

seemingly endless set of challenges

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that go beyond just doing your job.

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Being a leader in this new world means

dealing with the fast pace of change,

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the need to improve communications

to foster better collaboration, and

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the need to relate to an increasingly

diverse workforce and stakeholders.

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Now more than ever, we need

reliable tools to help decode

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and resolve the misunderstandings

and relationship problems that

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happen all the time in business.

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One of the mistakes that managers

make when they get promoted or take

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on responsibility for a new team

is that they try to adopt a new

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leadership style or to strengthen

their leadership style typically by

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modeling it after Maybe a mentor or

the previous manager or someone who has

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been successful at the organization.

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But the type of leadership development

that I'm interested in is helping you to

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trust your unique style and the gifts that

you bring and the perspective that you

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have about the work that needs to be done.

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We don't just need one

kind of leader, right?

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There is a lot of value in

organizations and having a diverse

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set of experiences and personalities

that are leading the way.

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Warren Bennis, an author, scholar,

and leadership expert, is quoted

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as saying, "Becoming a leader is

synonymous with becoming yourself.

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It is precisely that simple,

and it is also that difficult."

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And Peter Hawkins, who's also an author,

leadership professor, and management

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consultant, thinks that to "develop

leadership is less about learning

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new skills and more about unlearning

habits and breaking free from limiting

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mindsets we already have acquired.

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I love the idea of thinking about

leadership development as a homecoming to

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who you really are and the potentiality

that already exists inside of you.

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And working with the Enneagram Types

can help you really embrace what

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makes you unique and to see the ego

defensiveness that might be getting

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in the way or become unconscious

habits that are no longer serving you.

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It also allows you to access the wisdom

of all three of your centers - your

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mind, body, and heart - so that you

can lead from a more grounded place

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and access a deeper source of wisdom.

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According to research by Daniel Goleman

and others, the key factors in developing

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high quality leadership are self

awareness and emotional intelligence.

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Self awareness is the ability to be

mindful or conscious about what you

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do, how you do it, and why you do it.

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And emotional intelligence is the

ability to recognize, understand,

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and manage your own emotions, and the

capacity to recognize, understand, and

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empathize with the emotions of others.

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Imagine I'm drawing a graph that's

divided into four quadrants.

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Along the horizontal axis we have

emotional intelligence, and on the

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vertical axis we have self awareness.

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So then across the bottom we have leaders

who are not self aware, and across the

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top we have ones that are highly self

aware, and on the left of this graph

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we have leaders who have low emotional

intelligence, and on the right, ones

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that have higher emotional intelligence.

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If we were to put a name to each

of these quadrants, I might call

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the lower left quadrant that has

low emotional intelligence and

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low self awareness, Task Managers.

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These folks will put their head down

and do what they're asked to do.

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As long as the rules are

clear, they're good to go.

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As a leader develops higher self

awareness, but maybe they still have

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low emotional intelligence, so we're in

the upper left quadrant here, I might

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call this the Egocentric Architect.

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The high self awareness makes them

acutely aware of their own needs and

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desires, but they can be blind to

the needs of other people because

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they have low emotional intelligence.

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These guys tend to be outlaws and

a little bit oblivious and their

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self interest tends to drive them

a little bit more, which is why I

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call them the egocentric architects.

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They're often quite smart and

know how to get things done.

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Okay, so now we go over to leaders

who have high emotional intelligence.

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So in the lower right quadrant.

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You have high emotional

intelligence and low self awareness.

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I might call these leaders

Empathic Martyrs, right?

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They're very attuned to the needs of

other people, but a little bit blind

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to their own patterns and needs.

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They can be self

sacrificing and super warm.

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And finally, you have leaders with high

emotional intelligence and high self

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awareness in that upper right quadrant.

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These leaders I call Resilient

Visionaries because they are self aware

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of their own strengths and limitations

of those strengths and the patterns

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that tend to get in their own way, and

they have high emotional intelligence

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so they can self regulate, they can

attune to the needs of other people,

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and even see into the environment.

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These are folks that have better access

to the wisdom of all three centers of

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intelligence, and so that allows them

to be more creative and innovative

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because they can see things more clearly.

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The idea here is that working with the

Enneagram can help you develop both self

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awareness and emotional intelligence in

a way that can help you collectively move

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up and into that upper right quadrant.

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Okay, so that is how I use the Enneagram

to work on leadership development.

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The second area that I use the Enneagram

to help teams reach their full potential

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is by running that Integrative Enneagrams

team report, which creates a team profile.

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And with that profile, I'm

able to identify the strengths,

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weaknesses, and risks associated

with your current team style.

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We look at the dominant style on your

team and the two supporting styles

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that are coming up underneath it.

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Like, you get this bar chart that

shows you for each of the nine styles,

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where you rank and so it's really

easy to visually see which style you

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might be overusing and which ones are

supporting and coloring the certain

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strengths that you have on your team.

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But it also identifies the lowest

used styles on your team to help

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you understand where you might

have a weakness or a blind spot.

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So seeing these imbalances visually

can help name some dynamics that

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might be playing out on your team

that you didn't fully understand

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or couldn't put your finger on.

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And the combination of all of this

knowledge starts to help us identify risks

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associated with relying on our strengths

too much or some of those blind spots, so

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that as you're planning your project, you

can mitigate those risks or plan to get

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more data or to pull in more resources

depending on how risk averse you are

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or what resources are available to you.

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This is also where we use

Tuckman's stages of development

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and overlay Enneagram styles.

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So you can look at how your team

style shows up in each of those

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stages of development that we

talked about in episode two.

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And pinpoint specific interventions

that are going to help you accelerate

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through those stages of development

faster so that you can get to high

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performance as a team more efficiently.

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Okay, so that's the second way.

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We're identifying strengths, weaknesses,

and risks associated with your team style.

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So that covers the first two ways that I

work with teams to improve performance,

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using insights from the Enneagram - we're

cultivating your unique leadership

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style and identifying the strengths

and weaknesses of your team style.

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These are the first steps and becoming

a more empowering, conscious leader.

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In the next episode, I'm going to

cover building trust and becoming

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more effective communicators.

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Because I go into detail on Enneagram

patterns in the next episode,

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you might want to brush up on

the system, if it is new to you.

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In addition to the free

content available on my blog at

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michellekayanderson.com/enneagram101,

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I also have a course that breaks it

all down for you in under two hours.

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You can find that at

michellekanderson.com/enneagramforteams.

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If you already know that you want access

to this type of information for your

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team and are interested in running

a team report, you can DM me or go

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to michellekayanderson.com/services

to learn more.

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And if you have a specific question that

you want me to answer on this podcast,

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you can go to uplevelingwork.com.

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Click on leave a voicemail.

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And I'll get in touch with

you for a future episode.

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This is episode four, how I

use the Enneagram at work.

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In the last episode we talked a little

bit about why I use the Enneagram

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system and some of the personal

benefits that I've seen in my life.

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Today I'd like to focus on how I

use the Enneagram at work and the

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benefits that the teams that I'm

working with can see as they use it.

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Most people find the Enneagram

like at a dinner party.

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They have a friend kind of tell

them about it and share a little

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bit about what they've learned about

themselves and how knowing your

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type might help you understand a

particular situation in your life.

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I get a lot of questions about how

would you even use this at work?

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In this episode, I will share four

specific ways that I use Enneagram data

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and personality generally to help teams

improve their performance or communicate

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better and establish trust and rapport.

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The Enneagram can help unlock

the potential of a team by

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working to identify the gifts and

strengths of your team's style.

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And then within your team it can

help you value and support the unique

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contribution of each team member.

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And then it also helps you

to notice any significant

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imbalances in the team profile.

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It's almost an invitation to ask,

what does a team lose by paying

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attention to these specific areas?

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When I run the team report from

integrative Enneagram for the teams that

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I work with, it generates a team style,

which is kind of like a compilation of how

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all the individual styles come together

on your team and how you're operating.

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Sometimes a style is aligned with the

other styles on your team, but other times

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it can be a completely different style.

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So you each have your

individual Enneagram styles.

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And then we can also look at how those

styles come together to form a team style.

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And you can discuss points of inefficiency

or friction in the team and the patterns

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or assumptions that are underlying them.

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It's like as a team we have this new

language to start to name certain dynamics

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with more specificity so that we can start

to talk about them and work with them.

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The Enneagram can help you understand

your collective social and conflict

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styles and develop processes to

harness healthy conflict as a driver

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of performance, not a barrier.

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It is becoming increasingly clear

that businesses need to invest

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in leadership development for

both team members and managers.

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Did you know that 75 percent

of long term success in a job

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role comes from soft skills?

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The remaining 25 percent

are from technical skills.

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You would think it would be the reverse,

but it's the soft skills that separate

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high performers from average performers,

according to the Stanford Research

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Institute, and 21 percent of profitability

increases come from highly engaged teams.

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Engagement looks like employees

showing up every day with passion

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and purpose, presence and energy.

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However, 53 percent of workers

report not feeling engaged

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at work, according to Gallup.

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94 percent of employees would

prolong their stay in an organization

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who invests in their development.

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And 96 percent of employees believe

that showing empathy is one of the most

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important ways we can improve retention.

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That's according to LinkedIn's

Workplace Learning Report.

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However, 69 percent of managers

express feeling uncomfortable

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communicating with their employees.

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Businesses with highly effective

communicators have a 47 percent higher

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total return to shareholders compared

to companies with the least effective

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communicators, according to the Harvard

Business Review and Towers Watson.

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What it tells us is that communication

has a direct link to both engagement

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in employees and retention of workers.

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And that soft skills are the things

that are going to help you translate

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mediocre performance into high performance

at the individual and team level.

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But the thing is, most of us

are operating on autopilot.

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This is a common mistake I see with

clients as they start coaching with me.

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It's true of everyone, really.

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The thing is, we don't know that we're

operating on autopilot most of the

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time, but most of us stay asleep to

our blind spots and the unconscious

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tendencies that are no longer serving us.

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This might look like doing the

same things over and over again,

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hoping something will change.

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Or not making progress in your

career or business for reasons

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you don't totally understand.

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Or maybe surrendering to the hustle,

working harder or longer, but not

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making a material difference and finding

yourself on a fast track to burnout.

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Maybe you're staying in a job

longer than you should, or you're

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waiting around for the right

opportunities to fall in your lap.

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I talk to a lot of people in career

crisis who are tired of playing office

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politics, or chasing the next client

or new job opportunity in the hopes of

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feeling more fulfilled or successful.

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And because they're asleep to their

own blind spots, and the ways that

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they might be preventing the very

thing that they want, they feel

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frustrated and insecure, believing

that they can't catch a break, or that

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maybe they aren't cut out for this.

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It is hard not to think that you

aren't enough when you get passed

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over for a promotion again and again.

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Using the Enneagram system at work

allows you to more clearly see the

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areas where you're strong and have

something unique to contribute and

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what work might not be meant for you.

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In other words, where are you trying

to fit a square peg in a round hole,

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when instead you could be embracing

and celebrating what makes you unique

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or communicating in a way that it

will land better with your audience.

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That way you can more confidently go

after those dream projects or clients,

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say no to the things that aren't

helping you get where you want to go,

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and find a little more ease and flow.

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Think about it, managing a team

when you're operating on autopilot

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is like traveling around the

world without navigation or sonar.

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You might see what is immediately

in front of you and try to navigate

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what comes up in the moment.

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If you hit an iceberg or something

under the surface, it's because

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you didn't see it or anticipate it.

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And so you have no way of what

is really lurking under there.

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If you run into something, you

might take on water and start to

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bail and try to patch things up

in order to keep moving forward.

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You have a choice.

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Either you do what you need to do to

move forward in these situations, or

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you turn your engines off and drift.

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Either way, it tends to be

super inefficient way to

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get where you want to go.

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This is kind of how we're

living on the daily.

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Your conscious mind deals with

the immediate demands, but the

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subconscious is what is determining

your course and influencing the results

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that you're seeing in your life.

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But what if you could install

a navigation and sonar system?

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Would you invest the time

to learn how to use it and

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practice your navigation skills?

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Of course you would.

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The truth is, it isn't about

how hard you're working or how

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long you've been at the job.

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It's all about charting your course,

using the resources available to

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you, and being strategic about

avoiding the obstacles in your way.

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What if you didn't have to work

any harder to get what you want?

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While many people are familiar

with the Enneagram as a framework

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for working with individuals, the

Enneagram also offers insight into

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what drives the behavior of teams,

groups, organizations, and communities,

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as well as providing practical

ways to improve the effectiveness.

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Most of us think of business

like a machine, where you have

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people or resources as inputs

that produce a product or service.

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And managers think about pulling

different levers or trying to

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optimize the performance of this

machine in order to produce the most

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products in the most efficient way.

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But human systems and organizations

operate more like an ecosystem or

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a living community than a machine.

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The people and teams that

make up organizations have an

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undeniably powerful effect on

the systems that they act within.

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So as each individual takes action and

then interacts with the other people

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that they work with, individuals and

the groups are making sense of the world

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and learning and adapting as they go.

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The Enneagram helps us decode and make

sense of the dynamic relationships between

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people and the systems that they form

as groups, teams, and organizations.

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: 00:21:38

So as we operate within teams and

organizations, The individuals

303

: 00:21:43

influence each other, and then

the collective is also influencing

304

: 00:21:47

individuals in very complex ways.

305

: 00:21:49

The challenges often lie in the

relationship between individuals,

306

: 00:21:53

or between the individual and

the system, and the Enneagram can

307

: 00:21:57

help highlight both tensions and

possibilities in these relationships.

308

: 00:22:02

Okay, so this next section draws on a

lot of the training materials that I

309

: 00:22:06

received from the Integrative Enneagram

when I learned how to administer the

310

: 00:22:10

team report and interpret the results.

311

: 00:22:13

I really like the way they use

this model of concentric circles to

312

: 00:22:18

describe the ripple effect that this

work can have within an organization.

313

: 00:22:22

In the middle of this...

314

: 00:22:24

model, if you can imagine, uh, the

little circle in the middle is the

315

: 00:22:28

individual and then the next largest

circle that is around it is the team.

316

: 00:22:33

And then the biggest circle on

the outside is the organization.

317

: 00:22:37

So you can think of this

model as three nested circles.

318

: 00:22:41

Starting at that individual circle in the

middle, people who are self aware are more

319

: 00:22:47

aware of their habits and are better able

to reflect on and change their behaviors.

320

: 00:22:52

They have this enhanced understanding

of themselves and others that enables

321

: 00:22:57

them not only to be more effective

at the personal level, but also more

322

: 00:23:01

compassionate and authentic in the

relationships that they have with others.

323

: 00:23:05

And then, at the team level,

compassionate, authentic engagement drives

324

: 00:23:10

trust in teams, groups, and even families.

325

: 00:23:13

Self aware people support

positive group dynamics.

326

: 00:23:17

They're better at communicating,

managing conflict, and making

327

: 00:23:20

decisions collectively.

328

: 00:23:22

And in the outside circle, learnings from

the individual and the team level then

329

: 00:23:27

filter through to the organization and

community to create improved collaboration

330

: 00:23:32

and the ability to affect real change,

supporting an innovative, adaptive culture

331

: 00:23:38

that is positioned for long term success.

332

: 00:23:40

So let's look at how working with

the Enneagram at the individual

333

: 00:23:44

level adds value to the system.

334

: 00:23:47

Within teams, families, and

systems, individuals are constantly

335

: 00:23:51

learning, developing, adapting,

and improving their skills and

336

: 00:23:54

knowledge to remain relevant and grow.

337

: 00:23:57

The Enneagram offers an in depth

understanding of the diverse, often

338

: 00:24:01

unconscious assumptions and patterns

that drive individual behavior.

339

: 00:24:05

This deeper self awareness leads to

a fundamental shift in the way that

340

: 00:24:09

we think, feel, and show up in the

world, while also developing our

341

: 00:24:13

compassion and understanding of the

needs and perspectives of others.

342

: 00:24:18

Employees, leaders, and teams with higher

levels of emotional intelligence, self

343

: 00:24:23

awareness, and the ability to understand

and communicate with others tend to

344

: 00:24:27

outperform their peers in most settings.

345

: 00:24:30

The Enneagram is helpful for any

individual who seeks to understand

346

: 00:24:34

themselves and others better, become more

tolerant, better at conflict resolution,

347

: 00:24:39

and more courageous and authentic.

348

: 00:24:41

It supports a diverse range of individuals

in using their strengths more effectively

349

: 00:24:46

in many different areas of their life.

350

: 00:24:48

Its depth and integrative nature make

it ideal for multi layered development

351

: 00:24:53

over time and it is capable of

addressing a diverse range of issues.

352

: 00:24:58

Now let's look at how working

with the Enneagram supports teams.

353

: 00:25:02

Working effectively in teams requires

high levels of collaboration, trust,

354

: 00:25:06

and interactive decision making between

diverse members and personalities.

355

: 00:25:12

Therefore, much of the conflict and

friction in teams is the result of

356

: 00:25:15

misunderstandings or differences

between members perspectives.

357

: 00:25:19

The Enneagram offers teams a language for

understanding, discussing, and leveraging

358

: 00:25:23

their diverse perspectives and strengths.

359

: 00:25:26

This enables them to improve

communication, understand different

360

: 00:25:30

members approaches to conflict, and

respect and leverage the gifts of

361

: 00:25:34

each individual within the team.

362

: 00:25:35

The Integrative Enneagram Report also

scales to apply to teams, going beyond

363

: 00:25:40

illuminating the challenges each player

may experience in a team environment

364

: 00:25:45

as a result of their individual type.

365

: 00:25:47

This team profile applies team theory

to decode and describe how the team's

366

: 00:25:52

diverse perspectives blend into a set of

unique collective drivers and dynamics.

367

: 00:25:58

Reflecting their collective Enneagram

team style and the gifts and

368

: 00:26:02

potential challenges they might face.

369

: 00:26:04

And then finally, we'll look at

how working with the Enneagram

370

: 00:26:07

supports the organization as a

whole and adds value at that level.

371

: 00:26:10

To succeed and thrive in this

modern, increasingly complex and fast

372

: 00:26:14

changing world, organizations need

different voices and perspectives.

373

: 00:26:19

This is why diversity and inclusion

initiatives are so important right now.

374

: 00:26:23

Major organizations around the world

are using the Enneagram to align and

375

: 00:26:27

link diverse organizational development

initiatives, such as leadership

376

: 00:26:31

development, team building, culture and

climate, engagement, and productivity.

377

: 00:26:36

As one framework that scales to multiple

levels, the Enneagram not only offers

378

: 00:26:41

a language for discussing and balancing

diverse perspectives, complex trade

379

: 00:26:45

offs, and real systemic polarities, It

allows organizations to embrace diverse

380

: 00:26:50

perspectives and utilize the gifts of

their staff, offering the potential

381

: 00:26:54

to create coherent, long term journeys

that result in sustainable change.

382

: 00:26:59

By helping managers and leaders

identify the individual needs,

383

: 00:27:03

motivations, and drivers of their

staff, the Enneagram helps them get

384

: 00:27:07

the best out of their people, even

in times of change or uncertainty.

385

: 00:27:12

Did you know that the Enneagram

has been used to develop leaders

386

: 00:27:15

in hundreds of companies, including

the NBA, Spotify, Dropbox, Toyota,

387

: 00:27:20

Best Buy, and Avon, among others.

388

: 00:27:23

Companies who work with the Enneagram have

experienced specific benefits, including

389

: 00:27:29

improved happiness, job performance,

engagement, communication, problem

390

: 00:27:34

solving, relationship satisfaction,

effectiveness, and self confidence.

391

: 00:27:39

And they've seen decreased

anxiety, stress, depression,

392

: 00:27:43

misunderstanding, and conflict.

393

: 00:27:46

This comes out of a survey that

the Enneagram in Business conducts.

394

: 00:27:50

I just completed a team workshop

with a group that I've been

395

: 00:27:52

working with for a couple of years.

396

: 00:27:54

We were doing some deep work that can

only happen when you've been working

397

: 00:27:58

with the system for a little bit.

398

: 00:28:00

Okay, so the four main things that I

tend to work on with teams when I'm

399

: 00:28:03

using the Enneagram are leadership

development, identifying the strengths

400

: 00:28:07

and weaknesses of your team style.

401

: 00:28:10

Improving relationships on the team and

becoming more effective communicators.

402

: 00:28:15

Let's start by looking at

leadership development specifically.

403

: 00:28:19

In 21st century organizations,

every employee is encouraged to

404

: 00:28:24

think of themselves as a leader.

405

: 00:28:26

And that tends to come from the

seemingly endless set of challenges

406

: 00:28:29

that go beyond just doing your job.

407

: 00:28:32

Being a leader in this new world means

dealing with the fast pace of change,

408

: 00:28:37

the need to improve communications

to foster better collaboration, and

409

: 00:28:41

the need to relate to an increasingly

diverse workforce and stakeholders.

410

: 00:28:46

Now more than ever, we need

reliable tools to help decode

411

: 00:28:50

and resolve the misunderstandings

and relationship problems that

412

: 00:28:54

happen all the time in business.

413

: 00:28:56

One of the mistakes that managers

make when they get promoted or take on

414

: 00:29:00

responsibility for a new team is that

they try to Adopt a new leadership style

415

: 00:29:05

or to strengthen their leadership style

typically by modeling it after Maybe

416

: 00:29:11

a mentor or the previous manager or

someone who has been successful at the

417

: 00:29:15

organization But the type of leadership

development that I'm interested in

418

: 00:29:20

is helping you to trust your unique

style and the gifts that you bring

419

: 00:29:24

and the perspective that you have

about the work that needs to be done.

420

: 00:29:28

We don't just need one

kind of leader, right?

421

: 00:29:31

There is a lot of value in

organizations and having a diverse

422

: 00:29:35

set of experiences and personalities

that are leading the way.

423

: 00:29:39

Warren Bennis, an author, scholar,

and leadership expert, is quoted

424

: 00:29:43

as saying, Becoming a leader is

synonymous with becoming yourself.

425

: 00:29:48

It is precisely that simple,

and it is also that difficult.

426

: 00:29:53

And Peter Hawkins, who's also an author,

leadership professor, and management

427

: 00:29:57

consultant, thinks that to develop

leadership is less about learning

428

: 00:30:02

new skills and more about unlearning

habits and breaking free from limiting

429

: 00:30:07

mindsets we already have acquired.

430

: 00:30:10

I love the idea of thinking about

leadership development as a homecoming to

431

: 00:30:14

who you really are and the potentiality

that already exists inside of you.

432

: 00:30:20

And working with the Enneagram Types

can help you really embrace what

433

: 00:30:24

makes you unique and to see the ego

defensiveness that might be getting

434

: 00:30:29

in the way or become unconscious

habits that are no longer serving you.

435

: 00:30:34

It also allows you to access the

wisdom of all three of your centers.

436

: 00:30:38

your mind, body, and heart so that you

can lead from a more grounded place

437

: 00:30:44

and access a deeper source of wisdom.

438

: 00:30:48

According to research by Daniel Goleman

and others, the key factors in developing

439

: 00:30:53

high quality leadership are self

awareness and emotional intelligence.

440

: 00:30:57

Self awareness is the ability to be

mindful or conscious about what you

441

: 00:31:02

do, how you do it, and why you do it.

442

: 00:31:05

And emotional intelligence is the

ability to recognize, understand,

443

: 00:31:09

and manage your own emotions, and the

capacity to recognize, understand, and

444

: 00:31:15

empathize with the emotions of others.

445

: 00:31:17

Imagine I'm drawing a graph that's

divided into four quadrants.

446

: 00:31:22

Along the horizontal axis we have

emotional intelligence, and on the

447

: 00:31:27

vertical axis we have self awareness.

448

: 00:31:29

So then across the bottom we have leaders

who are not self aware, and across the

449

: 00:31:34

top we have ones that are highly self

aware, and on the left of this graph

450

: 00:31:39

we have leaders who have low emotional

intelligence, and on the right, ones

451

: 00:31:44

that have higher emotional intelligence.

452

: 00:31:46

If we were to put a name to each

of these quadrants, I might call

453

: 00:31:50

the lower left quadrant that has

low emotional intelligence and

454

: 00:31:55

low self awareness, Task Managers.

455

: 00:31:58

These folks will put their head down

and do what they're asked to do.

456

: 00:32:01

As long as the rules are

clear, they're good to go.

457

: 00:32:03

As a leader develops higher self

awareness, but maybe they still have

458

: 00:32:09

low emotional intelligence, so we're

in the upper left quadrant here.

459

: 00:32:13

I might call this the

egocentric architect.

460

: 00:32:16

The high self awareness makes them

acutely aware of their own needs and

461

: 00:32:21

desires, but they can be blind to

the needs of other people because

462

: 00:32:25

they have low emotional intelligence.

463

: 00:32:28

These guys tend to be outlaws and

a little bit oblivious and their

464

: 00:32:32

self interest tends to drive them

a little bit more, which is why I

465

: 00:32:35

call them the egocentric architects.

466

: 00:32:37

They're often quite smart and

know how to get things done.

467

: 00:32:39

Okay, so now we go over to leaders

who have high emotional intelligence.

468

: 00:32:44

So in the lower right quadrant.

469

: 00:32:47

You have high emotional

intelligence and low self awareness.

470

: 00:32:51

I might call these leaders

empathic martyrs, right?

471

: 00:32:54

They're very attuned to the needs of

other people, but a little bit blind

472

: 00:32:58

to their own patterns and needs.

473

: 00:33:01

They can be self

sacrificing and super warm.

474

: 00:33:04

And finally, you have leaders with high

emotional intelligence and high self

475

: 00:33:08

awareness in that upper right quadrant.

476

: 00:33:11

These leaders I call resilient

visionaries because they are self aware

477

: 00:33:15

of their own strengths and limitations

of those strengths and the patterns

478

: 00:33:21

that tend to get in their own way, and

they have high emotional intelligence

479

: 00:33:25

so they can self regulate, they can

attune to the needs of other people,

480

: 00:33:29

and even see into the environment.

481

: 00:33:32

These are folks that have better

access to the wisdom of all three.

482

: 00:33:35

centers of intelligence, and

so that allows them to be more

483

: 00:33:39

creative and innovative because

they can see things more clearly.

484

: 00:33:43

The idea here is that working with the

Enneagram can help you develop both self

485

: 00:33:48

awareness and emotional intelligence in

a way that can help you collectively move

486

: 00:33:53

up and into that upper right quadrant.

487

: 00:33:56

Okay, so that is how I use the Enneagram

to work On leadership development.

488

: 00:34:01

The second area that I use the Enneagram

to help teams reach their full potential

489

: 00:34:05

is by running that integrative Enneagrams

team report, which creates a team profile.

490

: 00:34:11

And with that profile, I'm

able to identify the strengths,

491

: 00:34:15

weaknesses, and risks associated

with your current team style.

492

: 00:34:18

We look at the dominant style on your

team and the two supporting styles

493

: 00:34:23

that are coming up underneath it.

494

: 00:34:24

Like you get this bar chart that

shows you for each of the nine styles,

495

: 00:34:29

where you rank and so it's really

easy to visually see which style you

496

: 00:34:34

might be overusing and which ones are

supporting and coloring the certain

497

: 00:34:39

strengths that you have on your team.

498

: 00:34:41

But it also identifies the lowest

used styles on your team to help

499

: 00:34:46

you understand where you might

have A weakness or a blind spot.

500

: 00:34:50

So seeing these imbalances visually

can help name some dynamics that

501

: 00:34:55

might be playing out on your team

that you didn't fully understand

502

: 00:34:57

or couldn't put your finger on.

503

: 00:34:59

And the combination of all of this

knowledge starts to help us identify risks

504

: 00:35:03

associated with relying on our strengths.

505

: 00:35:06

Too much.

506

: 00:35:06

Or some of those blind spots so that

as you're planning your project, you

507

: 00:35:11

can mitigate those risks or plan to get

more data or to pull in more resources

508

: 00:35:16

depending on how risk averse you are

or what resources are available to you.

509

: 00:35:21

This is also where we use

Tuckman's stages of development

510

: 00:35:25

and overlay Enneagram styles.

511

: 00:35:28

So you can look at how your team

style shows up in each of those

512

: 00:35:31

stages of development that we

talked about in episode two.

513

: 00:35:34

And pinpoint specific interventions

that are going to help you accelerate

514

: 00:35:38

through those stages of development

faster so that you can get to high

515

: 00:35:43

performance as a team more efficiently.

516

: 00:35:45

Okay, so that's the second way.

517

: 00:35:46

We're identifying strengths, weaknesses,

and risks associated with your team style.

518

: 00:35:51

The third way that I use the

Enneagram to help teams increase their

519

: 00:35:55

potential is to build relationships.

520

: 00:35:58

And what I found is that you can

reduce conflict by increasing the

521

: 00:36:02

understanding that we have of each other.

522

: 00:36:04

There are four specific patterns that

the Enneagram can measure on your

523

: 00:36:08

team to help you identify friction

or inefficiencies that are there.

524

: 00:36:12

One of the patterns that are

identified in your team report

525

: 00:36:17

are the centers of expression.

526

: 00:36:19

Which are like preferences

in how you express yourself

527

: 00:36:22

or you relate to the world.

528

: 00:36:23

In the Action Center, you're

more focused on tasks.

529

: 00:36:27

So, like, the teams who rely on the

Task Center or Action Center the most

530

: 00:36:32

are asking questions like, what's

the goal and how can we get started?

531

: 00:36:35

They tend to get it done,

jump in, and focus on results.

532

: 00:36:39

The thinking center on a team is

associated more with process or how.

533

: 00:36:43

When you're operating from this center

more, you're asking questions like,

534

: 00:36:46

what's the best way to approach this?

535

: 00:36:48

You analyze, you think it through, and

you tend to stay a little more calm.

536

: 00:36:52

And the feeling center is more

focused on people or relationships.

537

: 00:36:57

When you rely on this center,

you're asking questions like how do

538

: 00:37:00

people feel about what's happening?

539

: 00:37:02

You check in more, you listen really

well, and you take care of each other.

540

: 00:37:06

And whether you over rely or

under use one of those centers of

541

: 00:37:12

expression can also create certain

patterns you can get fixated in,

542

: 00:37:16

ways that you might over rely on.

543

: 00:37:19

data or jump into action before you've

really gathered enough data, etc.

544

: 00:37:24

The second pattern we can look at with

the data is the instinctual preferences

545

: 00:37:28

that are present on your team.

546

: 00:37:30

We all have three basic instinctual drives

that are essential for human experience.

547

: 00:37:35

Think of these as primal,

body based forces that are

548

: 00:37:38

necessary for our survival.

549

: 00:37:40

They're separate from personality and

are behind a lot of our life strategies.

550

: 00:37:44

They're often unconscious and

running in the background, yet

551

: 00:37:47

they are powerfully directing a

fundamental way of being in the world.

552

: 00:37:52

One of these three tends to be more

dominant and is more easily accessed and

553

: 00:37:57

thus more easily used than the others.

554

: 00:38:00

Some people have two that are very

close, but one is always more sleepy, and

555

: 00:38:04

depending on which instinctual preference

is the most sleepy on your team, that

556

: 00:38:08

can color how you show up in the world,

and what makes you feel safe, and what

557

: 00:38:12

some of your preferences are around work.

558

: 00:38:14

The three instinctual preferences are

self preservation, which is concerned with

559

: 00:38:19

safety, finding a stable structure, having

enough resources, and feeling comfortable.

560

: 00:38:24

Then you've got the social

instinctual preference.

561

: 00:38:27

Which is more about healthy relationship

dynamics, belonging to the group,

562

: 00:38:32

maybe my relationship to the group

or my position within the group.

563

: 00:38:36

These folks are more focused

on group norms and rules and

564

: 00:38:39

creating a shared purpose.

565

: 00:38:41

And the last instinctual preference

is called one to one or sometimes

566

: 00:38:45

called the sexual instinct.

567

: 00:38:47

This is less about sex, per

se, and more about the intimacy

568

: 00:38:52

and, um, relationship dynamics.

569

: 00:38:54

Like, these folks are more

focused on creating really strong

570

: 00:38:57

relationships and feeling connected

and aligned with other people.

571

: 00:39:01

They prefer intense experiences and

are thinking about impact and legacy.

572

: 00:39:07

The next pattern we have are

social interaction styles.

573

: 00:39:11

Okay?

574

: 00:39:12

These three styles tend to

answer the question, how do we go

575

: 00:39:16

about trying to meet our needs?

576

: 00:39:18

How are we naturally

trying to get what we want?

577

: 00:39:21

And the team interaction style is

indicating your typical stance or

578

: 00:39:24

approach to engaging with the world.

579

: 00:39:26

And it also can give you clues to like

where your team gets energized or how you

580

: 00:39:30

might show up in everyday circumstances.

581

: 00:39:33

This gets reported as a stack.

582

: 00:39:35

of your highest, mid, and then lowest.

583

: 00:39:38

So the three social interaction styles

are assertive, compliant, and withdrawn.

584

: 00:39:43

Assertive folks tend to move against

the world in an independent and

585

: 00:39:48

energetic way, going out of their

way to get what they want and need.

586

: 00:39:52

They find challenges energizing

and they like to get to the

587

: 00:39:55

point and get things done.

588

: 00:39:57

Their response to resistance

is often to push harder rather

589

: 00:40:00

than to slow down or reflect.

590

: 00:40:02

Enneagram types 8, 3, and 7 are

the assertive social styles.

591

: 00:40:08

Then you have the compliant social style.

592

: 00:40:10

People with this style move towards

the world, going along with established

593

: 00:40:14

norms, rules, and ways of doing things.

594

: 00:40:17

They are dutiful and cooperative in their

efforts to get what they want and need.

595

: 00:40:22

They want to do what is expected of

them, within boundaries and limits, and

596

: 00:40:26

appreciate clear expectations from others.

597

: 00:40:29

Enneagram types 1, 2, and 6 are

the compliant social styles.

598

: 00:40:35

And then the withdrawn social style

has folks who are said to move away

599

: 00:40:39

from the world because they tend to

look inward and become contemplative

600

: 00:40:43

in their efforts to get what they want.

601

: 00:40:45

They may need time and space to

process and share their ideas

602

: 00:40:49

and prefer to disengage or deeply

consider issues before responding.

603

: 00:40:54

Enneagram types 4, 5, and 9 are

the withdrawn social styles.

604

: 00:40:58

So it should be noted that we all

use all of these social styles, but

605

: 00:41:02

our personality tends to resort or

default to one of them unconsciously.

606

: 00:41:06

And you can see that sometimes

friction or inefficiency or

607

: 00:41:10

misunderstandings can happen just

in the difference of social styles.

608

: 00:41:13

So exploring this as a

team can really help.

609

: 00:41:16

And then the team report reports

these as a stack where you can see.

610

: 00:41:21

Which one ranks the highest on your

team and which one's the lowest and

611

: 00:41:24

it shows you like a bar chart compared

with your leader so that you can start

612

: 00:41:29

to examine like power dynamics and

how the leader style may be similar or

613

: 00:41:34

different to the team style and what

that means for your team and how you guys

614

: 00:41:39

show up and interact with each other.

615

: 00:41:41

Okay, so the final pattern that we look

at as we're trying to understand each

616

: 00:41:46

other and build relationships and trust

on the team is the conflict styles.

617

: 00:41:50

Conflict styles describe how

we respond when we tend not

618

: 00:41:54

to get what we want, right?

619

: 00:41:56

So if the social styles are how do

we go about trying to get what we

620

: 00:41:59

want, the conflict styles are what

happens when we don't get what we want.

621

: 00:42:04

The team conflict style represents the

conflict response of the team overall

622

: 00:42:09

and indicates the team's likely focus

of attention during periods of conflict

623

: 00:42:14

or when they do not get what they want.

624

: 00:42:16

The three conflict styles are

avoidant, methodical, and reactive.

625

: 00:42:21

And again, we all tend to use these

three different styles, but one tends

626

: 00:42:26

to be used more than the others.

627

: 00:42:29

And your team overall may prefer,

like, one of these may be more

628

: 00:42:34

acceptable than the others too.

629

: 00:42:36

So the avoidant conflict style

is also sometimes known as

630

: 00:42:40

escapist or the positive outlook.

631

: 00:42:42

This style focuses on making the

conflict go away or escaping the impact.

632

: 00:42:48

People with this style tend to disengage

themselves from the situation, taking a

633

: 00:42:52

positive outlook, and moving on quickly.

634

: 00:42:56

Enneagram types 2, 7, and

9 are the avoidant types.

635

: 00:43:01

The methodical conflict styles are

also known as the competency style.

636

: 00:43:05

This emphasizes the need to put

personal feelings aside and focus on

637

: 00:43:10

addressing the situation or challenge

in an efficient and effective way.

638

: 00:43:15

Enneagram types 1, 3, and

5 are the methodical types.

639

: 00:43:20

And finally, you have the

reactive conflict styles.

640

: 00:43:23

Someone with this style is not necessarily

aggressive, but they do tend to react

641

: 00:43:28

strongly and passionately and demand

or provoke equally passionate responses

642

: 00:43:33

from others involved in the situation.

643

: 00:43:35

Enneagram types 4, 6, and 8 are

the more reactive conflict styles.

644

: 00:43:40

Okay, so that was the third way

that I use the Enneagram to help

645

: 00:43:44

teams reach their potential.

646

: 00:43:46

We reduce the conflict by increasing

the understanding we have of each

647

: 00:43:49

other and building relationships.

648

: 00:43:51

So the fourth way that I tend to use the

Enneagram to help teams is to help them

649

: 00:43:56

be more effective in how they communicate.

650

: 00:43:58

When we run the individual report, you

get a lot of information about your

651

: 00:44:03

style and how you tend to communicate,

and this can draw your attention to

652

: 00:44:07

some unconscious patterns or ways that

you tend to show up in conversation

653

: 00:44:13

that may or may not be helping you.

654

: 00:44:16

I use an iceberg analogy to talk about

the different elements of personality,

655

: 00:44:20

that there are behaviors or thoughts

or feeling patterns that are visible

656

: 00:44:24

on the surface, but there are these

other elements that are invisible

657

: 00:44:27

and live in your subconscious.

658

: 00:44:29

That are driving those visible patterns,

things like mental fixation, emotional

659

: 00:44:34

patterns, your sense of self, core

beliefs about the world, or your default

660

: 00:44:40

coping strategy for getting what you want

that's driven by some unconscious fears.

661

: 00:44:44

Once you understand these different

elements of type and how your ego

662

: 00:44:48

creates filters on reality based

in a worldview that you've adopted.

663

: 00:44:52

You can see more clearly how

you contribute to each situation

664

: 00:44:56

and open up to different ways of

interpreting what's happening.

665

: 00:45:00

That's a key stance for resilient

and visionary leaders, being open to

666

: 00:45:05

learning, entertaining the possibility

that I might be wrong about something.

667

: 00:45:10

See, each Enneagram type is driven

by a different motivation, and

668

: 00:45:14

communication and trust will break

down when we interpret the actions of

669

: 00:45:18

others through our own type filters.

670

: 00:45:21

I'll walk you through the motivation

of each type really quick now.

671

: 00:45:25

I always start with type 8 because

it's the first in the body center, and

672

: 00:45:28

then I work my way clockwise around

the circle of the Enneagram symbol.

673

: 00:45:32

So 8s have a need to be in

control and to be strong.

674

: 00:45:36

9s have a need to keep the balance.

675

: 00:45:40

1s have a need to do

the right or good thing.

676

: 00:45:44

2s have a need to be

liked and appreciated.

677

: 00:45:47

Threes have a need to outshine the rest.

678

: 00:45:51

Fours have to be unique and authentic.

679

: 00:45:54

Fives have to understand.

680

: 00:45:57

Sixes have to be safe and

belong, and sevens have to

681

: 00:46:01

experience it all and avoid pain.

682

: 00:46:04

Conscious leaders are the ones that

know when they're operating from

683

: 00:46:08

that constricted ego defensiveness,

and when they are able to be more

684

: 00:46:12

intentional and present because they're

staying open and curious and can let

685

: 00:46:17

those defenses down a little bit.

686

: 00:46:19

Communication is so much easier

when you can see things clearly.

687

: 00:46:23

And as you work with the patterns of

type, you can understand where others

688

: 00:46:28

are coming from and how they might

see things a little bit differently.

689

: 00:46:32

Which helps you not to take

things so personally when they

690

: 00:46:35

do come up in conversation.

691

: 00:46:38

It also helps you to name things

more clearly and have more efficient

692

: 00:46:42

conversations because you can

get to the heart of the matter.

693

: 00:46:46

One of the things I teach my clients

are the three layers to a conversation.

694

: 00:46:50

Most people stay on the surface of what

happened, but when you know that the

695

: 00:46:55

feelings about what happened are really

what create these points of friction

696

: 00:46:59

in relationships, You can talk about

that instead of circling around the

697

: 00:47:03

same set of facts or interpretation

about what happened over and over again.

698

: 00:47:08

Or playing the blame game where you're

trying to figure out who's, who's

699

: 00:47:12

responsible for, for the mistake or the

misstep and what happens when you play

700

: 00:47:17

the blame game is that shame is your

constant companion for someone and it's

701

: 00:47:22

obscuring your vision and preventing

you from seeing things more clearly.

702

: 00:47:26

Your individual report that

comes with the test has feedback

703

: 00:47:29

tips for each of the types.

704

: 00:47:31

So you can adjust your style

to help your message land.

705

: 00:47:34

See, conscious leaders aren't just

intentional about what they say.

706

: 00:47:38

They're very aware that how

they deliver it, the context, is

707

: 00:47:43

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