Page 165 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

140 What Type of Leader Are You?

Component 5: Managing Conflict Constructively
This includes anticipating issues and preventing problems; resolv-
ing disagreements early, using an issue identification and prob-
lem-solving approach; neither avoiding disagreement nor
becoming overly aggressive in conflict situations; seeing conflict
as an opportunity rather than a problem; knowing how to
approach people who are agitated; achieving win-win outcomes
by finding common ground and gaining cooperation, but also
pursuing tough yet equitable agreements; and being able to man-
age your own anger, using your reactions as opportunities for self-
development.

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Component 6: Influencing Others
This involves conveying a sense of competence, confidence, and
engagement that enlists others; developing broad networks inside
and outside the organization; identifying the concerns and needs
of bosses, peers, employees, vendors, and customers; creating
solutions based on accurate issue identification; having well-rea-
soned ideas that contain a strong business case; and knowing
when to use your influence and when not to do so.

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The remainder of this chapter describes how leaders of each
Enneagram style can become excellent communicators by forming
genuine relationships, communicating clearly, listening fully, giv-
ing effective feedback, managing conflict constructively, and influ-
encing others. Directly after the information on each Enneagram
style, you will find the following: (1) real e-mails from people
showing the communication patterns of that style, (2) an analysis
of these e-mails, and (3) suggestions for rewriting the e-mails