Leadership and Enneagram Types 7-9
Here are the final three types E7-9, in the series of the enneagram and leadership styles. All types make fantastic leaders and while there are many strengths in each type, there are also growth paths to become even better, to integrate the strengths of other types into our own and to notice, accept and find ways to challenge those aspects of our leadership where we would like to adapt to be more successful in our leadership.
Starting with Type 7, ‘The Enthusiastic Visionary’
These spontaneous, optimistic, fun-loving people are a joy to be with. They appreciate and bring energy to everything, fascinated by new ideas, they are innovative and entrepreneurial.
Their strengths as leaders include their ability to see the big picture, their flexibility, desire to learn more and ability to make things happen while inspiring others as they lead.
Their growth includes, finishing what they start before boredom sets in, tempering their restlessness, following protocol and, slowing down to ’embrace the tedium’ while allowing others to catch up.
Their high level of activity can be a real positive but can also create tension as others are obliged complete the activities started by them.
Type 8, ‘The Active Controller‘. These strong, decisive, magnetic people exude charisma, energy and a lust for life. They are dynamic, direct, authentic and courageous, symbolised by the lion.
Their strengths as leaders include their ability to take charge and demonstrate their self-assurance. They make things happen and have impact, they are determined, reliable, supportive and fiercely protective of others.
Their growth is to accept their own and others’ limitations, be less intense and more tolerant and self-aware, and to be more in touch with their vulnerable side. They also need to be less confrontational as they follow their desire to change the world and to challenge injustice.
And finally, Type 9, E9, ‘The Adaptive Peacemaker’. These unassuming, easy-going and accommodating people always try to keep the peace and avoid conflict wherever possible. They seek harmony and comfort and are archetypal lovely people.
As leaders, their strengths include an amicable sense of fairness, their desire to play down their own achievements by placing their colleagues/team members in the limelight, their ability to listen to and validate the views of others and their acceptance of mistakes, remaining positive and optimistic wherever possible.
Their growth pathways include an acceptance of their own brilliance and not to always deflect to the team, to move into action more quickly and be more dynamic, to share and sometimes exert their opinion rather than always listen to others and, to be more decisive.
If you’re curious to learn more about your type and how you show up as a leader, do get in touch.
When they are at their best as leaders they are purpose driven, imaginative and inspiring, intuitive and courageous. They are usually open to exploring different ways to accomplish tasks and therefore don’t tend to restrict the creativity in those they lead. Because of their own innate internal emotional intuition, they can be good at understanding others’ emotions with tact, gentleness, and compassion.
Wanting to put the world to rights
The above is just another stage in my learning. There is so much depth to the Enneagram, it’s hard to know where to begin (or is that just a Type 1 talking?). Beginning is the step I would highly recommend though as I remain fascinated by it 6 months on and hope to be for many years to come.
I have spent two weeks this summer cycling from the north of Vietnam to Hoi Chi Minh City in the south – a long and potentially arduous journey, made more difficult with temperatures exceeding 350C on some days. That said, it was one of the best experiences I’ve had in terms of personal and team resilience, commitment and achievement, all made possible by the incredible leadership of our group leader. I witnessed all aspects of what makes a great leader unfold over the fortnight all of which can be applied to leadership in all we do.
As a leadership coach, I am often asked to visit organisations to coach individuals or sometimes a whole tier of leadership in order to support them becoming more advanced leaders.
This question posed by Talking Heads in their huge hit single, ‘Once in a Lifetime’, is the same question many highly successful people ask themselves at various stages in their career, more frequently as they move towards or reach the top of their profession. For some the voice gets louder, with a heightened sense of judgement, possible disapproval, leading to feelings of self-doubt, anxiety and an overwhelming dread of ‘being found out’. This is termed ‘the Imposter Syndrome’. Far from being a realistic self-assessment, the syndrome stops people believing in themselves.
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