In order to have a highly effective team, the team needs a highly effective leader. The best leaders I know have an intuitive understanding of their people on a much deeper level which allows them to connect as human beings first, and colleagues second. This human dynamic adds levels of empathy and understanding which creates a drive within the team to support one another, which ultimately supports the business and the clients at large.
People are multi-layered.
People are unique.
With this in mind, it’s no wonder that when people are introduced to the Enneagram they don’t like the idea of being ‘boxed’ or stereotyped. However, the invitation when working with the Enneagram is to ‘know thyself’ and then step outside of the box we have created for ourselves. It is easier to develop when we have a starting point and foundation that can support us as we explore and experiment with different ways of thinking, feeling and behaving. That is the gift of the Enneagram.
As a leader, knowing the strengths and growth areas of your team members can help you manage your team in a more effective way.
Type 1: Striving for Perfection
Team Member
TYPE 1’s work on a continuum of right and wrong. To be ‘good’ they feel they must constantly improve themselves, and in so doing they must improve others. These team members can be extremely hard on themselves and others and have a very loud inner critic.
Managers
Help to encourage decision making without things needing to be perfect. This will overcome the indecisiveness and procrastination that can get in the way and cause delay. Plan for iterative connects to go over detail but encourage flexibility!
Type 2: Striving to be Connected
Team Member
TYPE 2’s are very generous of heart, kind and caring. They have a keen sense of what other people need and are always happy to help. This generous spirit can land them in trouble because they struggle to say no and can be taken advantage of. Type 2’s can tend to rescue others and in so doing stop others from growing and developing. They can suffer from burnout as a result of their want to prove their worthiness.
Managers
Help this team member develop effective boundaries where they are able to care for others AND themselves. Effective communication and planning help to avoid overload and burnout. Encourage and facilitate their supportive nature but also help them to add value while at the same time allowing others to grow and develop.
Type 3: Striving to be Successful
Team Member
TYPE 3’s are very output-driven. Tasks are there to be accomplished and lists are an effective way of driving efficiency. Type 3’s want to be recognized for being successful and are very goal-driven, often at the expense and feelings of others. These team members drive the team and have an amazing energy. They can read an audience and shift gear depending on what is needed. In an unhealthy space, Type 3’s can steal the show and take all the credit.
Managers
Find a healthy way to acknowledge accomplishments and use the drive and energy for positive gains. Work with this team member to not be afraid of failure, but to rather focus on the learnings that come from trial and error. Learn to praise and recognize the learning journey rather than the end goal. Enquire about others that have led to various accomplishments to help share the limelight and tame the ego.
Type 4: Striving to be Unique
Team Member
TYPE 4’s don’t want to be ordinary. These team members are quite unconventional, creative, innovative and feel emotions on a deep level. Type 4’s can be quite intense and believe in creation over consumption, and will put up a fight if you try to convince them otherwise. These team members are experimental, whimsical and passionate about their deeply held inner values.
Managers
– help this team member celebrate the parts of their personality that add positively to the team dynamic. Take time to support their innately creative spirit and channel their energy into various projects. Help them to manage and avoid fixating on failures and wounds this team member might use as an excuse not to begin or continue doing something. Keep an eye out for unhealthy levels of withdrawal and have open and honest conversations about how mood and temperament affect the team.
Type 5: Striving to be Detached
Team Member
TYPE 5’s love knowledge and having information and data at hand to share with the team. They are excellent in a crisis, enjoy doing research and like to manage their energy levels of input and output. They are not the most comfortable in a relational space and find engagement quite demanding and draining.
Managers
Encourage continual learning and contribution. Nobody knows everything. Type 5’s need support when it comes to decision making and commitment. Create a space where there is permission to fail and/or take risks!
Type 6: Striving for Safety
Team Member
TYPE 6’s are very loyal, responsible and like to plan in advance. These team members work on a continuum of safety and threat and are always on the lookout for risk. Type 6’s are excellent when it comes to risk management and their disciplined approach creates structure for the team overall.
Managers
Please understand that for a Type 6, the threat is real. Take time to acknowledge the anxiety but help to manage the reality of the situation. Encourage spontaneity and action without overthinking things. Remind your team member of the resources that are available to them and help them focus on the positive outcomes instead of focusing on all the things that can go wrong.
Type 7: Striving to be Excited
Team Member
TYPE 7’s are known as the positive possibility people and like to predict what can go right for the team. They are big picture people who are great at future thinking, innovating and strategizing. They get bored easily with admin and routine and don’t like to have limitations. Type 7’s are great at initiation but shocking at completion. They don’t like to miss out and can be easily distracted.
Managers
Encourage downtime as a way to connect to deeper insight and inspiration. Help your team member create a priority list with timelines to help them manage distractions and create a way to see things through to completion. Use your one-on-ones to create a safe and trusting space where emotions like anxiety, worry, grief and pain can be surfaced to understand the need for continual excitement. You might want to explain that the grass looks greener on the other side because someone has taken the time to fertilize the lawn ☺
Type 8: Striving to be Powerful
Team Member
TYPE 8’s in a healthy space will focus on justice and fairness. Type 8’s in an unhealthy space will fear vulnerability and have a disdain for weakness in others. This team member can be a powerful leader and a passionate team member. Type 8’s are bold, daring and will leap on an opportunity. They are able to reframe and anchor their mindsets toward growth. Type 8’s crave independence and struggle with authorities being in control over them. In a healthy space think of Nelson Mandela. In an unhealthy space think Donald Trump.
Managers
Help your team member to acknowledge and accept their softer more vulnerable side. Vulnerability does not make you weak. As we are learning more and more, vulnerability is a sign of strength as it takes courage to open up to people about who you really are and what you really feel. Channel energy into purpose overpower.
Type 9: Striving to be Peaceful
Team Member
TYPE 9’s like to keep the peace. They like to maintain harmony and don’t deal well with conflict. This team member doesn’t want to be seen as difficult and worries that their opinions and needs don’t matter. In a situation where multiple people will be affected, Type 9’s will struggle to make a decision. A Type 9’s calm outer demeanour is a good veil for stubbornness, resistance and managing their internal anger. If not managed correctly the pent-up anger will show up in rare but intense outbursts of rage.
Managers
Take note that this calm and unflappable team member is deeply sensitive. Encourage open and honest conversations about this team member’s opinions and needs. Help to celebrate accomplishments, big and small, to help boost confidence levels. Work to improve conflict management, and show them that if a conflict is managed constructively, it can lead to stronger team relationships. Help this team member to practice saying “Let me think about it and get back to you” instead of saying “yes” all the time. All great leaders are able to speak up and express their feelings, but this takes practice!
It goes without saying that as a manager or leader, you should be aware of your own trends and triggers so that you can actively manage how you think, feel and behave towards your team and the greater work environment.
The Enneagram provides a powerful lens into understanding team dynamics and how individuals interact and react.
It is so empowering to develop skills to identify team dynamics immediately. As a leader or manager, you want to create a work environment that can break through defences and foster engagement, maturity and trust.