Page 252 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Make Optimal Decisions 227

Although Paul knew that he had to tell Greg about his deci-
sion that Greg would not be receiving a raise, he was having
difficulty reconciling how he felt with what he knew he must
do. Logically, Paul knew that Greg’s performance was only
average and that the company did not have the money for
anything other than merit raises. At the same time, he knew
that Greg had two young children and needed the extra
income. Because Paul and Greg were friendly and often went
to lunch together, Paul knew that this was going to be a
tough conversation. Although Paul eventually had this diffi-
cult discussion with Greg, it took him three more weeks to
actually initiate the conversation.

Development Stretches for Twos

CHART 7.3 Twos: Development Stretches
Center of Intelligence Activities for Twos That Develop That Center
Head Center Objective analysis
Do not let your personal feelings for other people bias
your decisions; strive to be objective.
Astute insight
Base your decisions more on objective information than
on perception.
Productive planning
Don’t overplan when you’re anxious or underplan when
you’re tired; don’t overschedule yourself.
Heart Center Empathy
Examine your motivations for needing to know exactly
what others are thinking and feeling.
Authentic relating
Be completely honest with others about your reasons for
making a decision.
Compassion
Realize that offering too much compassion can make
people unable to stand up for themselves.
Body (Gut) Center Taking effective action
Learn the art of timing so that you will know when to act,
when to wait, and when to do nothing.
(Continued)