How the 9 Enneagram types perceive teams
Teams and the Enneagram
Everyone works in teams, often in multiple teams, and the social intelligence of team members dramatically increases their ability to work together effectively. Teams are defined as a type of group, one that has at least one common goal and some degree of interdependence between and among team members for accomplishing the goal or goals. In addition, teams are dynamic and constantly changing entities with their own cultures, norms, and roles and they grow along predictable stages of development.
The Enneagram’s team application, particularly integrated with team development theory-based practice, assists new team start-ups and existing teams to work more effectively together. It is also fun, stimulating, and allows teams and team members to understand and discuss what previously felt subjective in an objective, productive, and action oriented way. The Enneagram can also be used as a map to diagnose current team functioning and offer pathways for increased team effectiveness.
Find out about the team-related strengths, challenges and development tips for each Enneagram type.
Help design and organize high quality deliverables, responsible and hardworking
Help motivate team members to utilize their talents in service to team, create warmth and support
Help set goals and develop targeted execution plans, efficient and work to improve team performance
Help team members find their passion for the work, develop novel ways of approaching team challenges
Help do deliberative research and planning, focus on what is doable, manageable, and useful
Help develop collaborative, problem solving environments, create multiple contingency plans
Help create new ways of approaching challenges and innovative solutions, add energy and optimism
Help generate confidence, boldness, and strategy to take high-impact action
Help create harmonious, process-oriented teams and facilitate team dialogue and consensus
Overly certain they know the right solution or best approach, inflexible or overly detailed and controlling
Over-reliant on the input of others rather than asserting self, put relationships above tasks
Focus more on individual than team success, reluctant to engage directly with difficult team members
Over-sensitive to interpersonal dynamics within the team, easily bored with routine tasks
Not wanting to engage in team meetings, prefer less interdependence when more is optimal
Either overly-team oriented or extremely wary of complex team dynamics, continuous questioning may hinder forward momentum
Being late to meetings or with deliverables, defuse serious situations that need attention, unfocused
Assert more control than the role warrants or is needed, doing what you want to do rather than what is required
Merge with the team so extensively that you don’t assert yourself, avoid conflict, overwork yourself on behalf of the team
Learn to value a variety of work styles and opinions, especially ones that are different from or more fluid than your own
Share more of your own thoughts with the team rather than holding back or focusing on drawing out the ideas of other team members
Recognize that talent and competence come in many forms before becoming frustrated that others do not go instantly with goals and plans
Stay engaged, even when you sense unresolved team dynamics or when the task doesn’t move you at a deep level
Realize that the team may need you to be more interdependent with them than you actually prefer
Remember that a team is not a tribe and it is not your tribe, allow more spaciousness in the way you engage with the team
Encourage other team members to generate their own ideas, the fact that they may take more time to do this does not mean they are slow!
Recognize that you take charge readily because you are more sensitive to lack of control, hold back a bit
Express your thoughts and feelings more quickly, approach conflict with greater ease, and remember that you are not responsible for reconciling disagreements