Page 60 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success
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Drive for Results  39




        moving a project along, holding people accountable, and achiev-
        ing closure on specific tasks and overall project outcomes. As mas-
        terful organizers, Ones can delineate tasks clearly, make effective
        job assignments, address questions and concerns, and dedicate
        themselves to making sure that everything is complete and on
        schedule, even if that means working long hours themselves.
           Because they set high standards for themselves and diligently
        try to live up to these ideals, Ones often lead by example, setting
        a standard for others to emulate. With a keen nose for talent, Ones
        can spot excellence in others and inspire them to achieve out-
        standing results.
           Here is some feedback from a person who worked for an exem-
        plary One leader:

           “I adored working for John. He was clear and completely
           organized, and the team had never functioned better. No
           stone was left unturned or work left undone under John’s
           watch (even if he was here until midnight). The organization
           is lucky to have had him.”

           At the same time, the One leader’s strength in focusing on get-
        ting tasks done perfectly can also be a derailer (a quality that can
        lead to problems, or even failure, on the job). One leaders can
        drive to accomplish concrete tasks at the expense of taking time at
        the beginning of a project to create a compelling, shared vision or
        to make certain that everyone is aligned with the project’s strategy.
           Because they sometimes focus more on the details of the work
        at hand than on the motivation of the people involved, Ones may
        appear to their project team members, peers, or bosses to be
        demanding, critical, micromanaging, not sensitive enough to oth-
        ers, and too reactive. For example, Ones can respond defensively
        to challenges or to perceived criticisms of their work responsibil-
        ities. These can include customer complaints and/or new ideas that
        appear to the One as last minute or as contradicting what the One
        perceives to be the right way to do things.
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