Podcast - Episode 0192 - Enneagram Leadership (Part 1)

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• Enneagram Personality Types with Beatrice Chestnut podcast
• Beatrice Chestnut: “The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace”
• Enneagram in the workplace.
• Leadership development is important as work becomes more global.
• Nine different ways we can apply the Enneagram to leadership.
• Certain types seem to lend themselves to leadership more than others.
• Beatrice has been in the business world and done business consulting and coaching.
• Enneagram Roadmap
• “It doesn’t matter if it is scientifically validated because it works.”
• Beatrice includes quotes from different leaders regarding how they have used the Enneagram personally and professionally.
• A chapter at the end of the book is on how to put the Enneagram into action in the business world.
• Enneagram Type 8 & 3 are most represented at the high levels of organizations.
• We typically define leadership in terms of status or the way someone conducts themselves.
• Increasingly, leaders are people with high emotional intelligence. They know themselves. They are flexible and confident with their decision-making.
• The first thing most people have to master is self-leadership.
• If you can’t master that everything else will be a house of cards.
• In Beatrice’s book:
  • There are three intro chapters talking about leadership in the 21st century.
  • An Introduction to the Enneagram system.
  • A description of each leadership style.
  • A central adaptive strategy of each style.
  • A summary of what different leaders pay attention to:
    • Worldview and core characteristics;
    • Mental, emotional, and behavioral patterns;
    • Their superpowers, and how those strengths can turn into liabilities.
  • Subtype personalities provide a deeper level of specificity.
  • What each type is like at work.
  • What challenges them.
  • What are their pet peeves?
  • Typical behaviors in the workplace and various roles from different angles.
  • The last section of each type chapter is about how each person can grow and identify their blind spots.
  • How to be more aware of their low side and aim for the high side.
• Type 1:
  • 1 leaders are focused on quality. How to make things better. They are responsible to a fault.
  • Enneagram strengths are directly connected to the way the types get themselves into trouble.
  • 1s can overdo the quality and go past the deadline because they can’t reach perfection.
  • They struggle with delegation.
  • They should loosen up the need for quality and settle for 80%.
  • Be easy on themselves. Have more fun. Don’t take on too much responsibility.
• Type 2:
  • 2s strength as leaders is prioritizing people and relationships.
  • They see people and recognize their strengths and inspire people to do their best.
  • 2 look at work through connections with others.
  • Leveraging people skills and creating healthy relationships that underly the work they do.
  • They can focus so much on people that they can’t be direct and candid enough.
  • They struggle with authentic feedback.
  • They tend to sugar coat things.
• Type 3:
  • 3s are very work oriented and focused on results. How to get to the goal in the fastest way possible.
  • Many good things come out of that, and they get a lot of rewards at work because their style is so compatible.
  • They can be so focused on the goal they lose track of other important things like people’s feelings.
  • They need to slow down and take into acct all the data, and not be too laser focused. Listen to people more.
• Type 4:
  • 4s are the most connected to emotions.
  • There is a stereotype that 4s aren’t good leaders because they are more oriented towards the depths of connecting with people.
  • But they are great at creative vision and collaboration.
  • CEO of Dropbox is a 4.
  • They place too high a value on being understood and hearing out everyone’s emotions which slows down the process.
• Type 5:
  • Head – Content experts. Oriented to intellectual levels and knowing a lot about their work.
  • Lots of data and knowledge at their disposal and they enjoy the process of learning.
  • They are sometimes less oriented toward the people aspect.
  • They like independent work and struggle with collaboration.
  • It helps for them to talk through their ideas instead of keeping things to themselves.
• Type 6:
  • 6s are good at being project managers. Troubleshooters.
  • They identify threats that can undermine efforts.
  • Contingency plans.
  • Contrarian. Devil’s advocate.
  • They like poking holes in things.
  • They are great at vetting things. Asking questions. Introducing doubt.
  • Analysis paralysis can be the result because at some point the questions need to stop and they just need to make the decision.
  • 6s need to collaborate with others and determine when to move on.
• Type 7:
  • 7s are good at being the visionaries. Innovators. Thinking outside the box. What’s new and exciting?
  • A lot of Type 7 leaders in Silicon Valley.
  • They are the people pushing the frontiers. Inspirational.
  • They tend toward seeing the positive and being optimistic and enthusiastic.
  • They are great at lifting the morale.
  • They can look too much at positive data and not see the negative.
  • They can dislike getting involved in unpleasantness especially when it comes to relationships.
  • They need to learn to tolerate a certain level of discomfort.
• Type 8:
  • 8 is sometimes called The Boss.
  • They are great at taking action and being decisive.
  • They like to make big things happen.
  • They are fearless in terms of how to exert power and impact the situation.
  • They aren’t afraid of big challenges or projects.
  • They get enlivened by big things.
  • They tend to be strong and protective of people and are great team leads.
  • They bring a lot of effort, power, and hard work to bear.
  • Power is a compensation for not wanting to be in touch with their vulnerability.
  • 8s are usually more conscious of their strengths and forget to deal with weaknesses.
  • They can overdo the way they exert power.
  • They need to get in touch with their softer sides and be warmer and more approachable.
  • A lot of people are intimidated by 8s.
• Type 9:
  • 9s are good leaders in that they tend to be good mediators. They are good at inclusion and by leading with consensus.
  • What is good for the people and the organization?
  • They can bring in different ways of seeing things.
  • They get into trouble by wanting to lead so much by consensus that they struggle to make decisions to avoid conflict.
  • They can become very passive.
• The types that are more stereotypically leaders (3 & 8) may struggle to deal with their weaknesses because the world gives them the feedback that they are good. They don’t need to change.
• Morale doesn’t just handle itself. A leader has to be part of the process.
• America is a 3 country. 8s and 3s get rewarded for the way they operate.
• They may be slower to course correct.
• Not all types of leadership are appropriate in all contexts.
• Type 9 would be good in a non-profit or spiritual context.
• Enneagram can help us see how different strengths fit different situations.
• When we think of leadership, there is a precise picture we get.
• But there are a lot of different contexts where leadership is required.
• Beatrice’s book has two themes: one is leadership, but there is also the interdynamics of the workplace.
• Mastering the art of people in the 21st c workplace.
• Check out part 2.
• Beatricechestnut.com
• The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace
• The Complete Enneagram: 27 Paths to Greater Self-Knowledge

Want to Learn More From Beatrice? Check out:

Enneagram Roadmap

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