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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
When Enneagram Two leaders become transformational leaders, they have to learn, often the hard way, that all the attention they give to support, guidance, listening, advice, and attention they give to others (all these are examples of Flattery) is really
When Enneagram One leaders become transformation leaders, they recognize, understand and integrate that their striving for perfection in all they do – perfection in themselves, others, and their environments – limits them in perceiving the inherent perfection in what is
The Inuksuk in Canada can represent leadership, cooperation, human spirit, or be a guidepost of a special symbolic location. This month, let’s explore some daily routines or practices that help us be more whole as leaders, embodying the different layers
When I wrote a blog on March 6, 2013, on authentic leadership, I noted that for me, there is distinction between an “authentic leader” and a “transformed” authentic leader (click here). Further, I said this about the distinction: A leader
Catherine Bell, Senior Member of the Enneagram in Business Network (EIBN), has written the following stimulating activity questioning the meaning of “authentic” leadership: Ever since I was little, I have had a fascination with leadership – what makes a good
One of the most important and least visible aspects of organizations is organizational culture, but leaders need to lead from within and even mold their organization’s culture to get anything done, to generate innovation, and to ignite organizational change. David
