Page 291 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Take Charge of Change 265

ble team behind them, Threes keep themselves and others focused
on the objectives, and their enthusiasm and willingness to do hard
work are often contagious.
Typically adept at communicating the need for change, Three
leaders pay a great deal of attention to how others—particularly
customers, bosses, and subordinates—respond to their efforts, and
they adjust their plans accordingly. The can-do attitude of Threes
also makes them credible change champions. Most change involves
a leap of faith into the future, and Three leaders convey a sense
that any worthwhile goal can be achieved.
Here’s an example of Taylor’s leadership of a 360º feedback
process for his organization:

When Taylor was asked to take charge of an elaborate feed-
back process for the 100 senior managers in his company, he
perceived this as an exciting challenge. It involved the devel-
opment of a questionnaire, the creation of systems to iden-
tify who would be providing anonymous feedback to each
manager, interfacing with the online survey vendor, over-
seeing the report distribution, and developing the manager
coaching process. Because this would be the first time any of
the managers had received this type of feedback, the process
would also involve a major cultural shift. Taylor created
multiple high-functioning teams, and his design and imple-
mentation of this initiative was seen as a major success.

Because Threes value efficiency and effectiveness so highly, they
can become extremely frustrated when they encounter obstacles.
Threes expect everyone to keep their agreements and to do their
assigned work well. Consequently, if someone they have counted on
for support changes his or her mind, or if someone who has agreed
to contribute work either doesn’t do so or produces an inferior prod-
uct, the Three can become short-tempered, abrupt, or angry.
In addition, Threes often do not take into account the inevitable
time delays or unanticipated tasks that arise during change efforts.