Page 214 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Lead High-Performing Teams 189

can count on, or overlook objectionable interpersonal behavior on
the part of a team member who the One leader believes is highly
talented. Both responses may be viewed by other team members
as favoritism.
Finally, because One leaders like doing concrete, day-to-day tac-
tical work, they sometimes have difficulty staying at the strategic
level of team leadership—i.e., strategic planning, providing over-
sight and mentoring, and interfacing between the team and other
parts of the organization.
The reluctance of Ones to delegate detail work that they enjoy
is illustrated by the following story:

During a meeting with his staff, Tim expressed some reluc-
tance in a discussion of whether the team should take on a
new project. His response to the idea was to say, “I have so
much work on my desk that we can’t take on one more
project!” When the team members offered to take over some
of his work, Tim surprised everyone by exclaiming, “You
can’t do that! I like what I’m doing, even though I know some
of you could do it equally as well.”

Development Stretches for Ones

LET GO OF TACTICAL WORK Make a list of all your team-related
tasks. Next to each item, write either T for tactical work or S for
strategic work. Unless you are a “working supervisor” (that is, one
who is expected to do some of the hands-on work), you need to
relinquish as much tactical work as possible to members of your
team. Strategic work is always the team leader’s responsibility. For
all tactical work that can be delegated, write down the names of
the team members you believe are capable of performing specific
tasks, then assign the work to them.

TAKE TIME TO RELAX AND ENJOY YOURSELF One leaders can
become curt, on edge, and resentful when they have too much to