What Type of Leader Are You? Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success (BUSINESS BOOKS) - Softcover

Lapid-Bogda, Ginger

Softcover

ISBN 10: 0071477195 ISBN 13: 9780071477192

Publisher: McGraw-Hill Education, 2007

Synopsis

Every leader has a number!

Millions of people around the world use the nine-point Enneagram system to analyze their personality strengths. Now for the first time, renowned Enneagram expert Ginger Lapid-Bogda shows how to use this personality typing system to reach your full potential as a leader and to pinpoint your core leadership style.

“A unique combination of business savvy, organization development, and in-depth self-development perspectives.”-Colleen Gentry, senior vice president for Executive Development, Wachovia Corporation

“Chock-full of excellent suggestions and astute examples that . . . provide readers with a multitude of teachable moments.”-Beverly Kaye, Ph.D., founder/CEO of Career Systems International and coauthor of Love 'Em or Lose 'Em: Getting Good People to Stay

“Dr. Lapid-Bogda adroitly describes how different types of people fulfill the core competencies of leadership in their own ways.”-Helen Palmer, author of The Enneagram and The Enneagram in Love and Work

“We recommend this book for anyone in leadership wishing to use the superbly insightful tool of the Enneagram to access their innate gifts, identify their biases, and become truly great leaders.”-Don Richard Riso and Russ Hudson, The Enneagram Institute, authors of Personality Types and The Wisdom of the Enneagram

About this title

About the Author

Ginger Lapid-Bogda, Ph.D. is the head of Bogda & Associates, an international Enneagram consulting firm, and is past president of the International Enneagram Association.

From the Back Cover

Achieve Maximum Leadership Success!

Millions of people around the world use the nine-point Enneagram system to analyze their personality's strengths. Now for the first time, renowned Enneagram expert Ginger Lapid-Bogda shows how to use this personality typing system to reach your full potential as a leader, helping you to pinpoint your core leadership style, get your team focused on the " big picture, " effectively manage conflict, and deliver high-quality results-every time!

" A unique combination of business savvy, organization development, and in-depth self-development perspectives." -Colleen Gentry, Senior Vice President for Executive Development, Wachovia Corporation

" Chock-full of excellent suggestions and astute examples that... provide readers with a multitude of teachable moments." -Beverly Kaye, Ph.D., Founder/CEO of Career Systems International and coauthor of "Love 'Em or Lose 'Em: Getting Good People to Stay"

" Dr. Lapid-Bogda adroitly describes how different types of people fulfill the core competencies of leadership in their own ways." -Helen Palmer, author of "The Enneagram" and "The Enneagram in Love and Work"

" We recommend this book for anyone in leadership wishing to use the superbly insightful tool of the Enneagram to access their innate gifts, identify their biases, and become truly great leaders." -Don Richard Riso and Russ Hudson, The Enneagram Institute, authors of "Personality Types" and "The Wisdom of the Enneagram"

Excerpt. © Reprinted by permission. All rights reserved.

WHAT TYPE OF LEADER ARE YOU?

USING THE ENNEAGRAM SYSTEM TO IDENTIFY AND GROW YOUR LEADERSHIP STRENGTHS AND ACHIEVE MAXIMUM SUCCESS

By GINGER LAPID-BOGDA

The McGraw-Hill Companies, Inc.

Copyright © 2007 Ginger Lapid-Bogda
All rights reserved.

ISBN: 978-0-07-147719-2

Contents

Acknowledgments
Introduction
Chapter 1 What type are you?
Chapter 2 Drive for Result
Chapter 3 Strive for Self-Mastery
Chapter 4 Know the Business: Think and Act Strategically
Chapter 5 Become an Excellent Communicator
Chapter 6 Lead High-Performing Teams
Chapter 7 Make Optimal Decisions
Chapter 8 Take Charge of Change
Chapter 9 Stretch Your Leadership Paradigms
Resources
Index

Excerpt

CHAPTER 1

What Type Are You?

The Enneagram, which dates from at least 2,000 years ago and has its roots inAsia and the Middle East, derives its name from the Greek words ennea("nine") and gram ("something written or drawn"). The term refers to thenine points, or numbers, of the Enneagram system seen in the Enneagram symbol(Figure 1.1). This ancient system offers profound insights into thedifferent ways in which people think, feel, and behave, since the nine differentEnneagram styles represent distinct worldviews, with related patterns ofthinking, feeling, and taking action. Even more important, each Enneagram styleis connected to a specific high-impact development path. Thus, the accurateidentification of your Enneagram style is important if you want to grow anddevelop as a leader and as a person.

Although each of us has only one position or number on the Enneagram and ourstyle remains the same throughout our lifetime, our Enneagram style–basedcharacteristics may soften or become more pro-nounced as we grow and develop. Inaddition, there are four other Enneagram styles that may also contribute traitsto our personality. These fouradditional Enneagram styles, explained later inthis chapter, do not change our core style; they merely add to our complexity asa person and can provide us with useful development opportunities.

How to Determine Your Enneagram Style

Although there are several helpful Enneagram tests currently available, none ofthem will determine your Enneagram style with absolute certainty. Ultimately,you must rely on your own self-assessment to identify your Enneagram style.While you know yourself best, including what motivates you and drives youractions, you may be so used to thinking, feeling, or behaving in certain waysthat you may not even notice some of your customary patterns. As a result, theprocess of determining your Enneagram style can take you on a self-reflectivejourney that can be invaluable to your growth as a leader. Having to identifyyour Enneagram style yourself will not only help you in learning the Enneagramsystem, but also help you become more introspective and objective aboutyourself.

In this chapter, you will first gain information about each Ennea-gram stylethat includes the following:

• A graphic image and style description

• The core focus associated with the style

• The common labels used for the style

• The style's four basic issues

• Leadership paradigms for each style, along with related strengths and areasfor development

• Questions to ask yourself to assess whether this is your style

After you understand the nine Enneagram styles in more depth and begin toidentify your Enneagram style, additional information about the Enneagram systemwill be provided.

The Nine Enneagram Styles

As you read through the nine Enneagram style descriptions that follow, keep thisquestion in the back of your mind: Which of the Enneagram styles mostaccurately describes me?

Basic Issues for Ones

PERFECTIONISM Ones continuously compare what is to what should be. Theyappreciate something that is exceptionally well done—for example, a play,a symphony, a book, a project, or anything else that exemplifies quality tothem. Ones hold both themselves and others accountable for acting responsiblyand for measuring up to their high standards.

A RIGHT WAY Ones believe that every problem has a correct solution; theyare quick to react to a situation by offering what they believe is the rightapproach or the right answer. Even when Ones do understand that the correctanswer is rarely black and white, they will still assert that there is one"right" way by saying, "Nothing is ever black and white. It is almost alwaysgray."

RESENTMENT Because being responsible is an overarching value for Ones,they usually approach their work with diligence, demon-strating qualities suchas follow-through, timeliness, and attention to detail. When others do notdisplay these same characteristics, Ones often feel resentful and think, Whydo I work so hard, when others seem to get away with a less than stellarperformance? Resentment can build up in Ones, and they tend to express itthrough flares of anger that often take others by surprise. Most Ones need tofeel righteous or justified in their outrage in order to express the deep-seatedanger that frequently lies below the surface.

JUDGMENT AND SELF-IMPROVEMENT Ones have a highly active inner criticthat can be relentless, telling them what they have done wrong, what they shouldhave said, and how they ought to have behaved. The self-recriminating innervoice, which is usually "on" 85 percent or more of the time, has a purpose: tokeep Ones from making mistakes. This internal judge also assesses what has gonewell and what can be done for self-improvement.

Ones also tend to be judgmental of others, expressing this through explicitverbal criticism and body language. Even Ones who do not appear to be criticalmay, in fact, simply be keeping their thoughts to themselves. For example, whena One was asked why she did not seem to be overtly critical of others, sheresponded, "Oh, but you should hear what's going on inside my head!" The One'sjudgment of others may also be positive—for example, Ones can be thrilledwhen they observe excellence in someone's thinking process, behavior, or workproduct.

Ones: Leadership Paradigm and Related Characteristics

PARADIGM: A leader's job is to set clear goals and inspire others to achievethe highest quality.

Place a check next to the leadership characteristics that describe you well.

QUESTIONS TO ASK YOURSELF TO DETERMINE

WHETHER YOU MIGHT BE AN ENNEAGRAM STYLE ONE

1. Do I have a voice or message in my head, like a tape recorder, thatcontinually judges me and other people in terms of what has been done wrong,what has been done well, and what needs to be improved?

2. Do the four basic issues—perfectionism, a right way, resentment, andjudgment and self-improvement—apply to me?

3. Does the Style One leadership paradigm fit my view of leadership?

4. Did I check 10 or more items in "Areas of Strength" and "Areas forDevelopment"?

Basic Issues for Twos

RELATIONSHIP ORIENTATION Most Twos believe that personal relationships arethe most important part of their lives. It is quite common for Twos to have manyclose friendships, with the Twos providing support, advice, or whatever theybelieve another person needs. Although Twos often feel that others are dependenton them, they themselves become dependent on their relationships for personalaffirmation and a sense of self-worth.

FOCUS ON OTHER PEOPLE Twos usually display an intuitive ability tounderstand what others need and a willingness to provide what is needed. Theircapacity to reach out to other people can be either generalized (for example,anyone who appears in need) or highly selective (specific individuals who theTwo believes have high status). In the latter case, Twos will alter their imageand behavior to meet the other person's perception of desirability. Generally,Twos instinctively know how to present themselves so that others will like them.

DENIAL OF OWN NEEDS Because Twos focus so intently on others, they oftenpay little attention to themselves. When asked what they themselves need, mostTwos either become confused or say, "I need to be needed." Since they are out oftouch with their needs, Twos often have difficulty getting those needs metdirectly. Instead, they give to others, often unaware that they want somethingin return.

PRIDE Twos typically take great pride in their self-image as a "good"person and in their ability to know what people need or situations requirebetter than most other people do. Although they may be quite competent atorchestrating situations and managing people (often behind the scenes), there isa downside to this quality: while Twos become quite elated when things go well,they can become deflated and angry when events do not turn out as planned.

Twos: Leadership Paradigm and Related Characteristics

PARADIGM: A leader's job is to assess the strengths and weaknesses of teammembers and to motivate and facilitate people toward the achievement oforganizational goals.

Place a check next to the leadership characteristics that describe you well.

QUESTIONS TO ASK YOURSELF TO DETERMINE

WHETHER YOU MIGHT BE AN ENNEAGRAM STYLE TWO

1. Do I focus on others rather than on myself, and do I intuitively know whatsomeone else needs, but have a hard time articulating my own needs, even tomyself?

2. Do the four basic issues—relationship orientation, focus on otherpeople, denial of own needs, and pride—apply to me?

3. Does the Style Two leadership paradigm fit my view of leadership?

4. Did I check 10 or more items in "Areas of Strength" and "Areas forDevelopment"?

Basic Issues for Threes

IMAGE Threes are known as the chameleons of the Enneagram, because they canchange their image to match a particular situation. They do this not to blend inor fit in, but rather to create a positive impression—usually one of self-confidence, optimism, and success. This shape shifting is more intuitive thanconscious; for instance, a Three might say, "I'm just able to read my audiencewell."

GOAL ORIENTATION Threes focus on achieving results, which tends to makethem highly productive. However, their productivity can come at the expense oftheir and others' feelings. Threes usually perceive emotions, especially thoseof sadness or fear, as having the potential to derail their accomplishments, andthey can become quite agitated when obstacles appear in their paths.

SUCCESS Because their sense of self-worth depends on their doing a jobsuccessfully, Threes tend to focus on "doing" rather than "being." They believethey are valued for what they accomplish rather than for who they are. Everactive, most Threes are likely to respond with confusion if it is suggested thatthey might spend less time doing and more time simply being. "Being?" they mightask. "What is that?"

FAILURE AVOIDANCE In order to avoid failing, Threes often pursueactivities in which they are competent and are therefore likely to besuccessful. If and when they fail—as everyone does at somepoint—Threes may still say, "I've never really failed," or they mayreframe the failure as a learning experience.

Threes: Leadership Paradigm and Related Characteristics

PARADIGM: A leader's job is to create environments that achieve resultsbecause people understand the organization's goals and structure.

Place a check next to the leadership characteristics that describe you well.

QUESTIONS TO ASK YOURSELF TO DETERMINE

WHETHER YOU MIGHT BE AN ENNEAGRAM STYLE THREE

1. Do I do all the things I do so that others will value and respect me?

2. Do the four basic issues—image, goal orientation, success, and failureavoidance—apply to me?

3. Does the Style Three leadership paradigm fit my view of leadership?

4. Did I check 10 or more items in "Areas of Strength" and "Areas forDevelopment"?

Basic Issues for Fours

EXTREMES OF EMOTIONAL LIFE Fours tend to live at the extremes of theemotional spectrum, with depression at one end and hyper-activity at the other.Some may swing between the two. Fours believe that their intensity ofexperiencing life's highs and lows far surpasses the ordinary happiness forwhich others settle. Many Fours give the impression that they believe thestatement: "I am my feelings."

LONGING Fours idealize that which they believe is beyond their grasp,romanticizing it and/or yearning for it. As a result, the commonplace can seemboring and ordinary by comparison. Most Fours think of melancholy as a positive,or at least not a negative, emotion that makes them feel both in touch withtheir deepest self and very much alive.

AUTHENTICITY Fours are on a continuous quest for the true, the real, andthe authentic. Their primary focus is on the authenticity of their own self-expression (usually through the arts or interper-sonal communication) and thegenuine connections they feel with other people. Searching for meaning throughemotional expression, Fours tend to express themselves through personal storiesand often believe that the world of personal experience and feelings is what isreal.

COMPARISONS Blatantly or subtly, consciously or unconsciously, Fourscompare themselves to others on a regular basis. As a result of these constantcomparisons, Fours conclude that they are defective, superior, or both. WhenFours assess that they fall short in comparison to another, they experienceenvy. Envy refers to the sense that "Others have something that I am missing.Why not me?" as opposed to jealousy, which refers to "They have it, and I wantit!"

Fours: Leadership Paradigm and Related Characteristics

PARADIGM: A leader's job is to create organizations that give people meaningand purpose so that they are inspired to do excellent work.

Place a check next to the leadership characteristics that describe you well.

QUESTIONS TO ASK YOURSELF TO DETERMINE

WHETHER YOU MIGHT BE AN ENNEAGRAM STYLE FOUR

1. When I feel something very strongly, do I hold on to my emotions intenselyfor long periods of time, often replaying my thoughts, feelings, and sensations?

2. Do the four basic issues—extremes of emotional life, longing,authenticity, and comparisons—apply to me?

3. Does the Style Four leadership paradigm fit my view of leadership?

4. Did I check 10 or more items in "Areas of Strength" and "Areas forDevelopment"?

Basic Issues for Fives

THIRST FOR KNOWLEDGE Fact-focused, objective, and analytical, Fives arefascinated by information, especially in their areas of interest. It is notunusual for Fives to have an extensive personal library in a room that isentirely their own. This library, which may contain books, CDs, DVDs, ormagazines, is not just a storehouse of knowledge, but a personalretreat—the place where the Five can be alone and free of externaldemands.

PRIVACY Fives usually crave privacy, as it allows them to recharge andready themselves for interactions with others. At one extreme, a Five can be ahermit, leading a reclusive life of the mind. On the other hand, a Five canassume public roles, as long as these roles are clear and circumscribed andallow the Five to keep emotions to a minimum. Fives may confide in a trusted fewbut expect them to zealously protect their confidences.

EMOTIONAL DETACHMENT Fives automatically detach from their emotions andthen reexperience their feelings later, when they are alone and feel safe. Fivesof ten note that their emotions are more available and accessible to them whenno one else is around to observe them, saying that they need this time alone tosort out their feelings and thoughts.

COMPARTMENTALIZATION Fives often separate or compartmentalize thedifferent parts of their lives. They often have different friends for work,recreation, or community service. Fives also compartmentalize knowledge, placinginformation in separated "slots" or mental categories.

Fives: Leaderhip Paradigm and Related Characteristics

PARADIGM: A leader's job is to develop an effective organization throughresearch, deliberation, and planning so that all systems fit together and peopleare working on a common mission.

Place a check next to the leadership characteristics that describe you well.

QUESTIONS TO ASK YOURSELF TO DETERMINE

WHETHER YOU MIGHT BE AN ENNEAGRAM STYLE FIVE

1. When a situation gets emotional or intense, do I automatically disconnectfrom my feelings of the moment and then reconnect with these emotions later at atime and place of my choice?

2. Do the four basic issues—thirst for knowledge, privacy, emotionaldetachment, and compartmentalization—apply to me?

3. Does the Style Five leadership paradigm fit my view of leadership?

4. Did I check 10 or more items in "Areas of Strength" and "Areas forDevelopment"?

Basic Issues for Sixes

ANTICIPATORY PLANNING AND WORST-CASE SCENARIOS Sixes usually have active andvivid imaginations that continually generate worst-case scenarios. In fact,Sixes can be quite insightful, anticipating and averting potential problems, butthey also can miss the mark, projecting their own thoughts and feelings ontoothers and causing themselves anxiety in the process. Some Sixes—calledphobic Sixes—are aware that they tend to create worst-case sce-narios,while other Sixes are counterphobic, engaging in high-risk activities to proveboth to themselves and to others that they are not fearful. Most Sixes, however,fall somewhere between these two extremes and may display phobic andcounterphobic behavior under different circumstances.

PROCRASTINATION The Six's tendency to worry about what could happenoften results in procrastination. It is not that Sixes forget to do something;they simply become uncertain about which alternative is the best course ofaction. When their anxiety intersects with self-doubt, Sixes can becomeimmobilized by "analysis paralysis."

LOYALTY Sixes value loyalty to the team and the organization, believingthat those in authority will recognize and reward them for their dedication andthat their peers will support them if something goes awry. The Sixes' focus onloyalty to the group does not mean that all Sixes want to be an integral part ofa group, however. Some prefer to stay on the periphery, with the freedom to movein and out of the group setting as they please.

(Continues...)

Excerpted from WHAT TYPE OF LEADER ARE YOU? by GINGER LAPID-BOGDA. Copyright © 2007 by Ginger Lapid-Bogda. Excerpted by permission of The McGraw-Hill Companies, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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Edition details

• Publisher: McGraw-Hill Education
• Publication date: 2007
• Language: English
• ISBN 10: 0071477195
• ISBN 13: 9780071477192
• Binding: Paperback
• Number of pages: 336