This second blog in the series provides an integrative look at the work of Judith E. Glaser based on her book, Conversational Intelligence. What might be of interest is that both Liz Wiseman and Judith E. Glaser seem to know

I recently attended the Hudson Institute of Coaching’s annual Learning Conference, not because I am a Hudson trained coach, but because I went to support the CEO, Pam McLean who is a colleague, friend, and client. Quite recently, her husband

No one really understands what makes excellence in leaders. This was explained to me years ago by Warner Burke, a professor from Colombia University, an OD consultant for decades and the author of numerous management and OD books. His perspective

The Nine’s mental habit of “indolence” is not what it may appear to be at first glance. It is not indolence in terms of inactivity or lifelessness. In Enneagram terms, “indolence” refers to the mental process of diffusing your mental

To many, “Vengeance,” the mental habit of Eights, sounds like a very negative word. Revenge, vengefulness, and vengeance connote doing harm to others or “primitive justice.” “An eye for an eye” is what we think of with the word vengeance.

Sevens in general have robust, fast moving, energetic minds, a mind I often refer to as a computer screen that has no file folders, just an increasingly vast amount of documents of ideas, facts and opinions that they so easily

Six leaders, even counter-phobic Sixes, engage in cowardice, which are thoughts of doubt and worry that cause them to second guess themselves and create multiple alternative scenarios. Some Sixes do this so quickly, they hardly notice it; some call this

When Enneagram Five leaders become transformational ones, they must move from stinginess – a scarcity paradigm that leads to an insatiable thirst for knowledge; reluctance to share such things as knowledge, time, space and personal information; and to strategizing about

When Enneagram Four leaders become transformational ones, they must move from Melancholy – the continuous thinking abut what’s missing, with the accompanying thoughts of being disconnected or separated from others – to Original Source. Original Source is the insight that

As Enneagram Three leaders transform themselves, going from Vanity – the hiding of parts of themselves that do not conform to their idealized self-image of confidence, competence, and success, a doer who gets results – to Hope, the mountain they