Page 136 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Know the Business: Think and Act Strategically 111

LEAD STRATEGICALLY FROM THE HIGHEST LEVEL OF STRATEGY Ask
yourself whether the strategies you have developed are truly strate-
gic or whether they are actually goals or tactics. Sometimes, very
important goals and tactics can be strategic in nature (that is,
essential to success), but they still may not be strategies, which are
essential, overarching approaches to accomplishing the mission
and vision.
You may be able to back into the strategies by examining your
well-chosen tactics and asking yourself these questions: As I exam-
ine these key tactics, do I find that these activities fall into simi-
lar groupings? As I analyze these similar groupings of tactics,
what does each grouping have in common? The answer to the lat-
ter question will give you a clue into what is known as tacit strat-
egy. Making tacit strategies explicit enables you and others to take
action on them more easily.

Enneagram Style Twos

Leadership Paradigm:
Leaders assess the strengths and weaknesses of
team members and motivate and facilitate peo-
ple toward the achievement of organizational
goals.
Two leaders use their people orientation as the impetus for
knowing the business, focusing on the environment and the organ-
ization simultaneously. With a concern for meeting customer needs
and being best in class, these leaders emphasize industry trends,
marketplace analyses, and knowing their customers.
As a result of their customer focus, Twos usually pay close atten-
tion to knowing the organization, particularly its products, services,
and technologies. The motivation to make sure that these three
areas support the customer’s requirements gives them a target to
help focus and align people. In doing so, Twos take into account
employees’ strengths and help them work on areas that need devel-