Page 234 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Lead High-Performing Teams 209

ers keep their own counsel and seek advice only when they are
uncertain of what to do (which is rare), and then only from team
members whose opinions they respect. This can have the impact
of unintentionally disenfranchising others on the team.
Finally, many Eights like to protect their team members. While
that can breed loyalty, it can also create unhealthy dependencies.
Here’s an example of Marshall’s leadership in a prior job:

Marshall prided himself on protecting his people, viewing
this as one of his greatest team leadership strengths. In his
mind, the team wanted and needed him to be strong and
able to remove any obstacle. Team members became very
committed to him and to their joint work. What Marshall
came to realize was that he really got along well with those
who wanted his protection, and that he had a more difficult
time relating to team members who wanted more
independence. After much self-reflection, Marshall realized
that the underlying issue was really his need to feel strong,
and that this need was hurting his team more than it was
helping it.

Development Stretches for Eights

ORGANIZE YOUR TEAM AT THE OPTIMAL LEVEL OF STRUCTURE AND
PROCESS In collaboration with your team, discuss the current
team structure and processes. Ask for members’ reactions to the
way in which the team is organized, solicit their ideas for improve-
ment, and then organize accordingly.

BE MORE CONSISTENT IN YOUR ATTENTION TO DETAIL Most Eight
leaders do not like to delve into detail unless they absolutely have
to do so. When they do, Eights can be relentless. Be more balanced
and consistent in your approach; become more involved than you
would normally be when work is running smoothly, and become
less micromanaging when things feel out of control.