Page 266 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Make Optimal Decisions 241

Sevens usually make decisions that push limits or encourage
innovation. Ideally, they like to involve others in decision-making
discussions because more possible alternatives are likely to be gen-
erated. Although Sevens often refer to themselves as egalitarian or
democratic leaders, this does not mean that they believe that all
decisions should be made by consensus or by a majority vote. Sev-
ens simply want everyone to join the conversation and express an
idea or opinion.
When Sevens know that a decision requires considerable fore-
thought and input, they will take the time to make the best deci-
sion possible. Seven leaders may also assemble an informal set of
respected advisors and use their input as additional data upon
which to base their decision.
Here’s an example of a Seven leader who sought the counsel of
others:

Steven, the leader of an important division of a large
company, had abundant ideas for strategic activities, but his
management staff complained that they were going in too
many directions and that their priorities were unclear. Steven
decided to convene a group of consultants and coaches who
had worked with him in the past and ask them these three
questions: What do you know about my organization that
might be affecting its ability to become more strategic? What
actions would you advise me to take? What do I need to
change in my own behavior? Although Steven never
revealed his reactions to their comments, he made several
important decisions following this meeting that had a highly
positive impact on his division.
Sevens’ quick processing time can also interfere with their arriv-
ing at the best decisions, for the following reasons:

• Sevens may believe that they have all the information
required, but in fact they may be missing critical data or may
not have sufficient depth of information.