Page 236 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Lead High-Performing Teams 211

tative, as Nine leaders are prone to drawing upon the ideas of oth-
ers and to making sure that everyone gets heard.
Here’s an example of Diane, a Nine leader:

When Diane joined the board of directors of a nonprofit organ-
ization, she immediately recognized that the board’s bylaws
were outdated. She also saw that its working processes—e.g.,
its financial reporting systems and the process for electing
new board members—were either old or inadequate for the
current size of the organization. Within a year’s time, Diane had
organized a subcommittee and led it in making a complete
revision of the organization’s major processes.

The Nine leader’s reliance on process over structure can also
be a shortcoming. Some team issues are resolved more easily by
changing organizational structure than by changing organizational
processes. For example, when a team is having numerous ongo-
ing coordination problems, redesigning the team structure to max-
imize information flow may be far more efficient and effective than
developing elaborate communication vehicles.
The Nine’s facilitative style, which works well in many circum-
stances, may be an impediment in others—for example, when
quick action is required, when a tough position must be taken, or
when disagreements can’t be resolved through discussion.
Although Nine leaders can assert themselves in these situations,
doing so is usually stressful for them.
Finally, Nine leaders often focus on details rather than on the
broader vision. Because they tend to lead from goals and a com-
mon mission, Nines may fail to articulate the team’s vision and the
strategic approach it must take.
Here’s an example of Diane’s work in leading a committee of
the board of directors:

Once Diane had completed developing the board’s new
systems, she was ready to deal with its 10-year-old Web site,