Page 218 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Lead High-Performing Teams 193

growth. In public settings, refer to yourself as the leader of the
team. Run your own team meetings rather than having someone
else facilitate them. Pay attention to ways in which you minimize
your leadership role.

DEVELOP THE TEAM ARCHITECTURE TO THE SAME DEGREE AS THE
TEAM PROCESSES Two team leaders know how to set up
processes that enable people to work together effectively, but they
tend to put less emphasis on clear team structure, roles, and spe-
cific accountabilities. Greater clarity helps team members work
more effectively and reduces unnecessary dependence on the team
leader. Design the team architecture in the same way you design
the team processes—that is, make it slightly underorganized, so
that team members will still have the freedom to take the initiative
and be innovative.

AVOID DOING TOO MUCH OF THE DAY-TO-DAY WORK Discipline your-
self to neither offer assistance nor automatically say yes when you
are asked for it. Each time you are about to involve yourself in
detail work, say no and remind yourself that there is something
more important that you are neglecting.

Enneagram Style Threes

Three team leaders organize their teams around
concrete results and a team architecture that has
both clearly delineated roles and a structure that is
directly connected to the team’s goals. Three lead-
ers develop specific, measurable goals, visibly linked to both team
and individual performance. This reliance on goals and structure is
reflective of how Threes operate best: they like to know where
they’re going and have a plan for getting there efficiently.
As a result, Threes try to create teams that are made up of highly
talented and self-motivated individuals who are receptive to feed-