Page 61 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

40 What Type of Leader Are You?

The following example illustrates how Ryan, a One leader, unin-
tentionally appeared too critical and demotivated an employee
named Leslie.

Leslie, the coordinator of a project, sent an e-mail to Ryan,
the project manager, saying that registrations for a special
program being offered were slow and suggesting that he
send out a reminder e-mail. Ryan sent Leslie this e-mail in
response:
“I received an e-mail from a colleague who couldn’t get
through on the listed phone number. I am not certain if this
person was calling the right number, but if other people are
having this experience, it’s no wonder that registrations have
dropped off.
Please look into it, and respond to this person by e-mail.
Here’s the e-mail address.”

Development Stretches for Ones

CREATE COMPELLING VISIONS Create a vision for each project you
lead, and be certain that all team members are aligned with it
before you develop the project planning tasks and timelines.
Although there are different ways to create compelling visions,
the following process is a practical way to get started. Convene a
team meeting for the purpose of creating a vision. Ask each team
member to list his or her three most important goals and/or val-
ues for the project. Next, write all these items on a chart pad, and
give each member four removable red dots. Instruct each mem-
ber to place a red dot next to the four items on the list that he or
she believes are the most important to the success of the project.
After this task is complete, select the five items from the list with
the most dots and, taking each item in turn, brainstorm answers
to the following question: If this value or goal were to become
part of our daily way of working, how would we work on this
project?