Page 237 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

212 What Type of Leader Are You?

which was antiquated and was constantly breaking down. After
spending more than 100 hours speaking with vendors and
developing elaborate documents for the board to review, she
presented her findings and recommendations. Although the
board appreciated Diane’s efforts, her recommended solution
was deemed too costly. Diane felt deeply angry and unappreci-
ated. However, from the board’s perspective, Diane had gotten
so involved in the details of the effort that she had neglected a
strategic concern: the availability of funds for this project, given
the board’s overall direction and numerous initiatives.

Development Stretches for Nines

LEARN TO LEVERAGE TEAM STRUCTURE AS WELL AS PROCESS It is a
challenge to determine whether changing the team’s structure—
for example, its organizational chart, design of jobs, roles, and task
force structure—or redesigning the team processes is the best
approach to dealing with issues and creating higher team per-
formance. Depending on the circumstances, either might work, or
one might be better than the other. Every time you are about to
change a team process, ask yourself this question: Before I change
a team process, what structural changes could I make instead? If
you have no answer, solicit ideas from peers, then experiment with
structural changes until you become as comfortable with these as
you are with process changes.

PRACTICE BEING CLEAR Although being very clear and explicit with
others about what you think and what you want from them will
feel strange at first, once you start doing it, you are likely to end
up feeling exhilarated by it. When you are communicating with
others, ask yourself: What do I really think? What do I really want
them to do? Then tell them—kindly, nicely, but firmly.

DON’T DIG INTO THE DETAILS Team members look to you for guid-
ance, feedback, support, and resources; they want you to remove