Page 248 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Make Optimal Decisions 223

(2) clearly delineate the decision-making framework for their sub-
ordinates, and (3) make decisions that they believe fall within their
span of control.
Here’s an example of Pat, a One leader, making an effective and
timely decision:

Pat was asked to lead a 10-person team in which three team
members had serious performance issues. Pat developed a
plan that involved her doing the following: (1) taking no
action for 90 days so that she could observe the performance
of all team members; (2) investigating the past performance
of the three poorly performing individuals, using employee
records and conversations with their prior bosses; (3)
analyzing the reasons for the subpar performances to deter-
mine what, if anything, she could do to improve the skills
and attitudes of the individuals involved; and (4) taking
appropriate action. At the end of 90 days, the performance of
one of the three had improved dramatically, one was moved
to another group where there was a better skill match, and
the third employee was terminated.

When faced with the need to make a decision, Ones may err by
making a precipitous or overly strident decision when a more tem-
perate decision would be more effective. In addition, Ones can
become confused when the decisions they must make involve a
great deal of emotionality. Ones prefer to make rational decisions
that their gut tells them are the best alternative, rather than deal-
ing with the many interpersonal issues involved. As a result, when
confronted with emotionally charged issues, Ones can start to
doubt their minds and their guts.
The following story illustrates a One’s behavior when deciding
whether to fire an employee:

Pat was extremely concerned about Keith’s current perform-
ance. Although Keith had once been an excellent employee,