Leadership and Enneagram Types 4-6
Here are the next three types, E4-6, in my continuing series of posts looking at leadership styles through the lens of the Enneagram. Each of the nine Enneagram Types will show up in leadership, and in life, in different ways. All will demonstrate huge strengths as leaders but all will also have a pathway of growth both to better engage these strengths or through integration across the enneagram leaning into the strengths of other types.
Continuing with Type 4 or E4...
Type 4s are ‘Intense Creative’ people. They can be sensitive, expressive, intense and emotional, driven by being authentic and expressing individuality and being attuned to their emotions. They need to make a difference.
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.
Their growth path is to let go of their story and step into a sense of belonging of their team and organisation. They need to try to refrain from comparing themselves with other leaders and trust themselves, remembering they make intuitive and gifted leaders.
Type 5, E5 are the ‘Quiet Specialists’…
These types are driven by the motivation of ‘needing to understand’ and the pursuit of knowledge. They look for the meaning in life, why things happen and often need to intellectualise and analyse problems before them.
They can be shy, detached, forgiving, reflective and cerebral BUT they love being around people especially if they are learning and understanding something from them.
Their strengths as leaders include their ability to see everyone’s point of view and get to the core of the problem, their desire to research potential solutions, their innovation and drive to complete and their capacity to re-engage. Their motto is Think. Analyse. Solve.
Their growth is around lowering their boundaries and letting people in, being less self-reliant and independent and using the strengths of their team to complement their own rather than see these as threats.
If your leader shows up as a E5, spark their curiosity, give them time and space to process information, and always allow them time to reflect.
E6 are ‘Loyal Sceptics’.
These great team players do not miss detail. They are cautious, prepared, loyal and sensing, and they build strong relationships with others.
At their best as leaders, strengths include creating stability and safety, being the glue to the team, planning ahead and being alert to all the potential mishaps along the way.
Their growth is knowing that their ‘yes, but what if’ stance can sometimes feel distrustful to others, and ‘paralysis by analysis’ can slow them and their teams’ progress.
If this is you, try going with your intuition and take the risks you might always try to avoid. What’s the worst that can possibly happen?
Do any of the three types above (or in my previous post) resonate with you? How would you bring the best out of yourself in leadership depending on your type? How can you do this of others?
If you are interested in learning more about your type and your leadership strengths, get in touch.
The final three types E7-9 to follow.
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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