Introduction to the Enneagram
According to Oxford Advanced Learner’s Dictionary, self-awareness is defined as the knowledge and understanding of one’s own character. To me, it seems easy to want to venture on a self-awareness journey, but getting there is not easy. You would need to be surrounded by the right people, culture, and tools to enable this deeper connection and understanding of oneself.
One such tool that has accelerated my own self-awareness journey is the Enneagram, a global profiling tool that is now gaining popularity in Asia.
The word “ennea” in Greek is nine, and “gram” means model or figure. Hence, The Enneagram is a diagram or star with nine points representing the nine personality patterns of thinking, feeling, and acting (EQ World, 2022).
Enneagram gives you insight into your preferences, motivations, focus of attention, and subconscious orientations toward displaying the type traits governed by your core values built over the years from your own life experiences.
We display these nine types in varied percentages. However, a dominant core type will emerge, accompanied by the wing type that best fits your profile and projection as an individual.
The key is to pay attention to your top three types and whether they are categorized as developed or developing. All types make great self-aware leaders when flexed rightly.
This article shares my personal success tips on how you can become a more self-aware leader after knowing and practicing the Enneagram language in your organization.
Type 1 leaders are seen as Perfectionists and are motivated by the need to be right morally and ethically. They aim for high standards and may at times find it tough to delegate when they feel that their quality is not reached or is compromised.
Tip – As a Type 1 core leader type, learn to trust the delegation rather than focusing on the high-quality outcome. Instead, refocus on mentoring your members to embrace high-quality work and influence them on the importance of having this standard met, for their own benefit and learning.
Type 2 leaders tend towards being natural Givers and are motivated by the need to have secure and positive relationships, often putting the needs of others before self. This may trigger a people-pleasing environment where the leader may not be able to be firm when required and gets misunderstood when the leader drives for results.
Tip – As a Type 2 core leader type, communicate more as you learn to balance giving generously while not losing sight of outcomes and results. Ensure you set meetings with objectives to achieve and have regular structured check-in sessions formally to discuss progress and personal development as a key agenda.
Type 3 leaders are viewed as Achievers and are motivated by the need to be valued and worthy. They drive to complete tasks in a timely fashion. They are validated by their achievements and see these milestones as a reflection of their contribution, effort, and hard work.
Tip – As a Type 3 core leader type, relax into a more motivational role, where you inspire your team to achieve together, and align the values and culture of meeting outcomes as the quality and standard set by the team instead of just you as the leader.
Type 4 leaders are viewed as Individualists and are motivated to be authentic, special, and creative. They enjoy rarities and thrive in standing out with their choices.
Tip – As a Type 4 core leader type, it is key that you communicate to your team why authenticity is important to you, and this trait does not in any way deprioritize your focus on wanting to help them succeed. Focus on the collective story instead of your own story, and pave the way for an Authentic “Us” culture.
Type 5 leaders are Investigators and ardent observers. They are motivated by competency and self-sufficiency. Hence, they enjoy attention to detail and actively seek knowledge to understand the situation and find meaning. They may be seen as more reserved and take time to synthesize information before they give a befitting response.
Tip – As a Type 5 core leader type, allow yourself to be vulnerable and share with your team how you function, and why you require more information to address a query or need more “me” time. Encourage open symbiotic interaction, where there is a safe space for the team to share honestly if it is taking too long to respond or if there is unnecessary seeking of data. You will be surprised that you can even laugh it off one day!
Type 6 leaders tend towards being Loyalists. They are motivated by the need to protect and seek a safe environment. They can anticipate worst-case scenarios across various situations to prepare the team. However, they may be seen as skeptics or less positive.
Tip – As a Type 6 core leader type, allow yourself to lead from a place of trust and practice caution when sharing worst-case scenarios. Ensure that you communicate your intent to protect very clearly and avoid “eroding” the positivity of the situation or opportunity presented.
Type 7 leaders are deemed as Enthusiasts and visionaries. They are motivated by possibilities and are hungry for new experiences. They can be seen as overly optimistic and often want to engage in many activities simultaneously.
Tip – As a Type 7 core leader type, pause and listen to your team before agreeing or quickly starting a new venture. Ensure that you have a structured process for bringing projects to fruition and conclusion by appointing co-leads and working with a Type 6 to also map out detailed scenarios for better preparation.
Type 8 leaders are seen as Challengers and are motivated by strength and non-vulnerability. They are more directive in nature and driven by passion and a keen sense of purpose, which may come across as overbearing when trying to get things done.
Tip – As a Type 8 core leader type, make an effort to connect more on a human level. Be available for individual check-ins so that your team can humanize their understanding of your strong passion for driving intended outcomes, where your core focus is on developing better-performing teams.
Type 9 leaders are the Peacemakers and are motivated by the need to keep peace both externally and internally. They want everyone to get along and focus on ensuring that everyone is happy and harmonious. However, they are not naturally comfortable with conflicts.
Tip – As a Type 9 core leader type, make time to focus on the facts of escalations and conflicts, and address the issues tabled. While keeping relationships amicable is important, it is equally crucial to ensure that issues are resolved and to recognize that healthy conflict is beneficial for the team’s progress. Welcome debates as a way to move forward.
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