Page 66 - Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success

Drive for Results 45

(1) become dismissive of others in the organization whom they
do not perceive to be both competent and confident; (2) become
overly competitive, especially with peers; (3) expect subordinates
to have the same focus on goals as they do, but without giving
them enough concrete direction on how best to accomplish these
goals; and (4) work themselves to exhaustion.
Here is the negative feedback that Mike, a Three leader, received:

• Doesn’t sufficiently organize the work of the group
• Needs to provide more direction and set clearer expectations
• Needs to delegate more
• Under stress, becomes irritated or angry, which makes us
lose respect for him
• Should be more collaborative with his direct reports and
peers
• Needs to balance work and personal life better; can’t
sustain 60-hour weeks

Development Stretches for Threes

PROVIDE MORE EXPLICIT DIRECTIONS While some of those who
work for you may need only minimal supervision beyond a simple
understanding of the goals and objectives, others may require
greater clarity and definition of tasks, and even some guidance in
developing an effective work plan. Having this latter work style
does not mean that these individuals are any less competent or
confident than you are; it simply means that they need a greater
level of detail in order to proceed.

TREAT YOUR SUBORDINATES, PEERS, AND BOSSES AS IF THEY WERE
CLIENTS If you think of those with whom you work as clients, you
will respond to them quickly, listen closely to them, and pay atten-
tion to their needs. Your graciousness and social skills will be at
their best, and your tendency to focus primarily on tasks will be
supplemented by an equal focus on people. This will also reduce