Page 154 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Know the Business: Think and Act Strategically 129

Eights usually lead from a vision—one that their gut tells them
is aimed in the right direction—and the organization’s mission is
at the forefront of their minds. Their ambitions for the organiza-
tion are big, and they enjoy the art of strategy. Having little time
for or patience with details and misfires, Eights expect others to
capably develop and execute the goals and tactics, which Eights
expect will be aligned with the organization’s strategy.
Richard, an Eight leader, is described by an employee in this way:

“Richard’s grasp of the entire business is astounding.
The man is a walking strategist, seeming to live and
breathe it. Many people are intimidated by his strength
and power. Because I work closely with him, I don’t feel that
way. I see his humility and even his uncertainty, although
that is rare. I do find his brilliance daunting, but I learn from
him every day.”

Eights trust their gut reactions; once they believe they know the
truth, getting them to change their minds can be a challenge.
Although they eventually will respond to new data about the envi-
ronment and the organization, the Eights’ certainty can create prob-
lems when the organization’s environment changes rapidly.
In addition, while Eights remain focused on the big picture and
give a great deal of latitude to people who they believe are com-
petent and trustworthy, they do the opposite with those they feel
they must watch closely. Compounding this issue, Eights fre-
quently form impressions of people’s abilities and character early
on, and they are correct often enough to reinforce their view that
they are good at assessing people’s strengths and weaknesses.
Thus, while an employee who has exhibited problems in the past
may have remedied these problems, it takes time for the Eight’s
impression of someone to shift. Consequently, while Eight lead-
ers may initially be good at understanding the people component
of the organization, they may have difficulty changing their opin-
ions over time.