Page 264 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Make Optimal Decisions 239

time, make a decision and then undercut their own authority by
not fully implementing it, or make no decision at all.
When Sixes are uncertain, their minds have a tendency to cre-
ate negative projections about what could happen next and whom
they can trust to support them. These negative projections, some
of which may be accurate and some of which may not be, confuse
not only the Six leader, but also those who work for this person,
the Six’s boss, and his or her peers. It can be challenging to sort
out what is real and what is a projection of the Six’s imagination.
The Six’s decision-making style is seen in the following story:

Sharon had learned a hard lesson early in her career as a
manager at another company. She had developed a hard-
working, high-functioning team, then learned that there was
going to be a reorganization that would result in the transfer
of several of her team members to other departments. Both
Sharon and her staff were highly displeased with the deci-
sion. When she attended an all-manager meeting to discuss
implementation of the reorganization, Sharon decided to
speak up. In front of all the managers, she told the company
president that both she and her staff believed that the deci-
sion was a poor one, that it would have a negative impact on
productivity and morale, and that it had to be reversed.
Because Sharon did not select the best time or place to artic-
ulate her concerns, she angered the president, offended the
other managers (most of whom did not agree with her), and
hurt her career prospects in that company.

Development Stretches for Sixes

CHART 7.7 Sixes: Development Stretches

Center of Intelligence Activities for Sixes That Develop That Center
Head Center Objective analysis
Slow down your analysis of the data related to a decision,
particularly when you are anxious or notice that you are
repeating the same thoughts.
(Continued)