Is there enough psychological safety within the group or team to use the Enneagram?

You might want to use the Enneagram, but is it the right time?

Psychological safety is a key factor and is even more important in remote or hybrid groups and teams because of the social distance and the increased challenge of getting to know and trust one another. Psychological safety is the belief that you won’t be humiliated or punished for sharing your thoughts and feelings. It also means that people feel safe to take personal and interpersonal risks with each other. When people feel safe, they are willing to be more vulnerable and share more.

A group or team doesn’t have to have a 100% psychologically safe environment for the Enneagram to work well. It does require enough psychological safety for people to be willing to explore themselves in a setting with other people. They also need to believe that what they share and whatever their Enneagram type is will not be used against them in any way.

Psychological safety and trust are intertwined. The more psychological safety, the more trust. The less psychological safety, the less trust.

Use the Psychological Safety Assessment below to rate your team.

PSYCHOLOGICAL SAFETY ASSESSMENT

Answer the questions below using the scale where 1 is low agreement with the statement, 3 is medium agreement, and 5 is high agreement.

Do people feel free to share their thoughts and feelings?
1 – 2 – 3 – 4 – 5

Is the overall trust level high?
1 – 2 – 3 – 4 – 5

Is the atmosphere non-judgmental and supportive?
1 – 2 – 3 – 4 – 5

Do people feel valued and respected?
1 – 2 – 3 – 4 – 5

Do people disagree with each other in productive ways?
1 – 2 – 3 – 4 – 5

Is risk-taking encouraged even if you make a mistake?
1 – 2 – 3 – 4 – 5

Is there an absence of scapegoating and blame?
1 – 2 – 3 – 4 – 5

What your scores mean:

MODERATE TO HIGH SCORES

3-5 range scores: moderate to high levels of psychological safety and trust; ideal for introducing the Enneagram

1-2 range scores: low levels of psychological safety and trust; address the sources of these low scores before you introduce the Enneagram

MIXED TO LOW SCORES

Mixed high and low scores: address a few specific issues before you introduce the Enneagram

Please remember that people may look and act like everything is fine when it is not. People may not feel safe enough to even say what they are truly thinking and feeling. While the Enneagram can be used in almost any organizational application, serious underlying issues need to be addressed before the Enneagram can be used effectively with a group or team.

“The teeth are smiling, but is the heart?”
—CONGO PROVERB

Are there issues that need to be addressed before  you introduce the Enneagram to a group or team?

Both lack of psychological safety and low trust are symptoms of something deeper. Causes of low psychological safety and deep distrust can be about leadership style, scapegoating, preferential treatment, or inclusion-exclusion issues, just as examples.

These difficult issues usually need to be addressed before introducing the Enneagram. The Enneagram is extraordinarily useful in helping people know and understand themselves and others better and to increase skills in communication, leadership and managing conflict. But if you bring it to a group or team where there is deep-rooted tension and conflict, the Enneagram alone cannot solve it and might even make the situation worse.

If there are significant issues that need to be addressed before introducing the Enneagram, groups and teams need a professional trainer who knows the Enneagram well and also has excellent consulting skills. Trainers are trained to design and lead structured learning. Consultants are trained to help clients diagnose and solve real issues in real time.

About Ginger

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The post Psychological Safety and the Enneagram appeared first on The Enneagram in Business.

Leadership question from the 2022 Enneagram in Organizations Global Survey

What level of improvement have you experienced in each of the above areas using the Enneagram? You can find the answers from the 2022 Enneagram in Organizations Global Survey, conducted online by the Enneagram in Business network and drawing nearly 800 respondents from 49 different countries.

A leader’s personal qualities are just as important as their ability to navigate the task and relationship roles they must demonstrate. In fact, a leader’s personal qualities help them find the right balance. Even more, effective, successful leaders demonstrate credibility, humility, empathy, connectedness and approachability. Leaders who work with the Enneagram particularly benefit in these three areas: becoming more empathic, exhibiting more integrity, and showing more humility.

Empathy

The 2022 Global Survey shows how strongly the Enneagram increases a leader’s empathy (78%).  What is empathy? It’s the ability to both understand and experience the feelings of another person. In other words, you have to feel it yourself, even if you have not had the same experience. Empathy is not the same as identifying with another’s experience because you may not have had that experience. And even if you have had a similar situation in your own life, your reaction to it may not be the same as another person’s. Empathy is also not “putting yourself in someone else’s shoes,” although many people think of empathy this way. To continue with the shoe metaphor, you and the other person may wear entirely different-sized shoes. In psychological terms, “putting yourself in someone else’s shoes” is inviting you to project how you would feel in that situation. But, again, you are not that person.

How does the Enneagram help with empathy?  When we learn our Enneagram types and the other eight versions of being human, a big “ah ha” or insight is that we understand we are wired in nine different ways. This includes how we think, how we act, how we feel and what motivates or “drives” us. The Enneagram also helps us delve deeper into our own patterns, emotional patterns included. When we delve deeper into our own emotional responses, we often discover feelings we didn’t realize we had. As a result, our empathy for ourselves increases, while our empathy for others – without engaging in emotional projection – also increases. In other words, the Enneagram helps us open our hearts more so we can tune into others better. Our mirroring neurons increase so we can feel what another person actually feels. That is empathy!

Integrity

What is integrity and what makes this quality so important for leaders?  Integrity is the quality of being honest and behaving in ways that are aligned with positive ethical values. It is also the state of being whole. Integrity is part of what makes a leader trustworthy.

The 2022 Enneagram in Organizations Global Survey indicated that 65% of the respondents noted that increases in leadership integrity were a major benefit of using the Enneagram. An explanation for this is that working with the Enneagram helps people, leaders included, become more self-honest about their strengths, weaker areas, true motivations, impact on others and more. The Enneagram also helps us be more of who we really are and to be true to that, instead of being as we think we should be. This potential benefit of the Enneagram shows that integrity is not simply something a person has or does not. Integrity is something to both aspire to and part of the journey the Enneagram supports.

Humility

First, it is essential for everyone, including leaders, to understand the nature of humility and to differentiate true humility from false humility. Humility is the ability to accurately view your skills, attributes, talents and flaws while, at the same time, being devoid of arrogance. Accuracy and non-arrogance are essentials! The other issue is false humility, which is purposely devaluing yourself to appear to be humble when, in fact, it is a form of “pridefulness in disguise.”

Each Enneagram type can be unhumble, and this can manifest in nine different ways.

Ones can feel superior to others because they think they are right and continuously self-improving.

Twos can perceive themselves as humble because they focus on others and less on themselves but are prideful (non-humble) about doing this.

Threes often feel better than others because they focus on winning competitions, getting that promotion, etc.

Fours often view themselves in an elevated way by virtue of perceiving themselves as deeper than other people.

Fives can be elitist because they can be unflappable and know so much more than others.

Some Sixes may act humble and some less so, but it is important to not mistake their doubt and uncertainty for humility. As Sixes think through scenarios and possibilities, they often think they are more clever than the rest of us.

Sevens, in general, don’t appear particularly humble because they are so enthralled with their own ideas, although they may actually be more humble than they show us.

Eights and humility are rarely said in the same breath; it’s not that Eights are arrogant, it’s more that being humble can be viewed by Eights as not appearing strong.

Nines can appear humble and self-deprecating, but dig below the surface and Nines can have an attitude of subtle superiority in different ways: Nines don’t get bothered by things that bother others. Nines listen to others and value multiple perspectives where other people don’t. Nines treat others with respect and try to ensure that the rest of us do as well.

So how does the Enneagram increase humility in leaders, as reported by 63% of survey respondents? Learning about the Enneagram and working on development with your type-based understanding, the areas described above become obvious to each of us. And as we work on our development, these aspects of how we put ourselves above others in non-humble ways start to diminish. Leaders become more self-honest and this is where true humility begins. And all of us, leaders being no exception, develop compassion for ourselves and others. Out challenges are human challenges, just nine different versions!

You can see the full results of the 2022 Enneagram in Organizations Global Survey here.

What Type of Leader Are You? by Ginger Lapid-Bogda PhD

You can read more about leadership in my book What Type of Leader Are You?  – a roadmap for becoming an exemplary leader using the Enneagram to develop seven core leadership competencies: Drive for Results, Strive for Self-Mastery, Know the Business; Think and Act Strategically, Become an Excellent Communicator, Lead High-Performing Teams, Make Optimal Decisions, and Take Charge of Change. Purchase here

About Ginger

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The post The Enneagram and Leadership: Personal Qualities | Part 4 appeared first on The Enneagram in Business.

Leadership question from the 2022 Enneagram in Organizations Global Survey

What level of improvement have you experienced in each of the below areas using the Enneagram? You can find the answers from the 2022 Enneagram in Organizations Global Survey, conducted online by the Enneagram in Business network and drawing nearly 800 respondents from 49 different countries.

Leadership is complex and nuanced, requiring skills in multiple areas. In the context of relationships, leaders need to foster trust, inclusion, respect and candid communication, effective decision-making, productive conflict resolution, and high motivation.

Leadership communication

The 2022 Global Survey shows how strongly the Enneagram increases a leader’s ability to communicate. 78% of the respondents indicated this extraordinary level of contribution to leadership development. Why is this so? There are many ways, such as these. Leaders, just like everyone who learns and uses the Enneagram, discover how they are similar to others of their same type and how they are different from the other eight types.

Once people know their types, Enneagram training usually helps people understand how their communication style impacts others and how to develop in this arena. For example, Ones communicate in clear and precise ways, but they also can appear critical of others, even when they are trying to not do so. It shows in their non-verbal behavior. Twos often engage by asking questions or using a soft vocal tone, but they have difficulty saying no, even if they might want to do so. Threes, for example, are often adept communicators, but far less so when they feel stressed or overworked. At these times,  they can become abrupt.

To augment a leader’s understanding of Enneagram-based communication styles even further,  leaders need to learn the importance of being able to communicate from all three Centers of Intelligence: Head, Heart and Body. Why does this matter? Context or circumstance of the communication always matters. For example, whether the communication context involves emotional distress or a celebration, a leader needs to communicate from the heart. When communication involves taking action, leaders need to communicate from the Body or action-based Center. And when it comes to planning or idea generation, being able to communicate from the Head Center is essential. Depending on their Enneagram types, leaders may rely on one Center more than the others. For example, Fours rely heavily on the Heart Center and secondarily the Head Center, but need to develop the ability to communicate from the Body Center as well. Fives rely heavily on their Head Center for almost everything, but what happens when they need to speak to feelings, values, and relationships (Heart Center) or the action to be taken (Body Center)? And Sixes also use and even overuse their Head Center, particularly in creating alternative scenarios, but also need to communicate from the Heart and the Body.

Through the Enneagram, leaders not only learn which Center is their bias Center) default Center, but also how and why to develop the other Centers if they want to communicate most effectively. The Enneagram provides both the insight and the precise development activities to help them do this.

Leadership decision making

The 2022 Enneagram in Organization also indicates how Enneagram training and coaching benefits leaders in their decision-making. Leaders make decisions all day long, but are they making optimal ones? This question has become increasingly crucial because leaders of all levels have to make decisions more quickly than ever before.

One way the Enneagram helps them do this is a simple principle. Optimal decisions are made taking into account the wisdom of all three Centers, not just from one or two Centers. To use the wisdom of each Center requires the leader to effectively access each Center. This can be a challenge for all leaders, but the insights and developmental practices from the Enneagram help them do this. For example, Seven leaders are overly enamored of their Mental Center (they love their ideas); Eights overly trust their Body or Gut Center (they rely on the truth that comes from their gut); Nines are not sure which Center of intelligence to rely on. Nines are called “anger that went to sleep,” because they are so uncomfortable with their own anger. Keeping their own anger subliminal requires them to be less aware of all their somatic or body-based reactions.

The Enneagram helps Sevens learn to access and honor their Heart and Body Centers, while it supports Eights in tuning into their Heart and Head Centers more. For Nines, the Enneagram shows them how to access their Body Center more fully, as well as to honor their Heart Center and Mental Center even more.

The next blog covers how the remarkable way in which the Enneagram supports leaders in developing their personal qualities that are important by themselves, but also help them balance their task and relationship responsibilities.

You can see the full results of the 2022 Enneagram in Organizations Global Survey here.

What Type of Leader Are You? by Ginger Lapid-Bogda PhD

You can read more about leadership in my book What Type of Leader Are You?  – a roadmap for becoming an exemplary leader using the Enneagram to develop seven core leadership competencies: Drive for Results, Strive for Self-Mastery, Know the Business; Think and Act Strategically, Become an Excellent Communicator, Lead High-Performing Teams, Make Optimal Decisions, and Take Charge of Change. Purchase here

About Ginger

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The post The Enneagram and Leadership: Relationship Roles | Part 3 appeared first on The Enneagram in Business.

What level of improvement have you experienced in each of the below areas using the Enneagram? You can find the answers from the 2022 Enneagram in Organizations Global Survey, conducted online by the Enneagram in Business network and drawing nearly 800 respondents from 49 countries.

Leadership is complex and nuanced, and it requires adroitness in multiple areas. In relation to tasks, leaders need to provide purpose, direction, operational structure, roles within the team or organization, resource allocation, and clarity. The Enneagram does assist leaders in exploring how their Enneagram type influences the degree to which and how they, for example, define and communicate purpose and organizational direction. However, the Enneagram is most useful in helping leaders prove the clarity that often makes or breaks an organization or a team. What is leadership clarity and why is it so important?

Leadership clarity is the ability to perceive things accurately, to understand what action then needs to be taken, and to communicate both in a clear and compelling way. Clarity is important because people need to understand the following:

What they are supposed to be doing
Why they are doing it
How they need to do it
When they need to get it done by
Who needs to be involved
How they need to be involved
How will they know when they’ve been successful

Without leadership clarity, none of the above areas get addressed in a coherent and aligned way.

The Enneagram fosters leadership clarity (65%), but why and how? One way to explain this is through a focus on the three Centers of Intelligence – Head, Heart and Body – which we all have yet use differently depending on our Enneagram types. Through understanding and using the Enneagram, leaders learn, often through direct teaching but sometimes through more indirect learning, how they (1) currently use each Center of Intelligence; (2) might misuse or underuse each Center; (3) can gain greater access to the most productive uses of each Center; and (4) how to align these three intelligence centers. In other words, each Center of Intelligence has its own potential wisdom, and when leaders both understand themselves better and work on their deeper development using the Enneagram, they gain increased access to this greater and more aligned wisdom from the Three Centers. This is the main reason why the Enneagram fosters leadership clarity.

There are, of course, other ways in which using the Enneagram in leadership development promotes leadership clarity. Here are just a few examples for leaders of each Enneagram type.

Enneagram One leaders are often clear and even extremely precise about certain aspects of task-focused leadership roles (such as the what and how), but less so about the whys and who needs to be involved.
Enneagram Two leaders may feel clear, but they may not express this with full authority.
Enneagram Three leaders may be very clear about the results they want, but less so about the purpose, the why the results matter so much.
Enneagram Four leaders often focus on purpose and use their personal stories to convey their thinking, but stories can be confusing and may not be sufficiently specific.
Enneagram Five leaders may be clear and organized in their own minds, but may not communicate enough information or communicate often enough.
Enneagram Six leaders often handle the complexity of leadership task-related responsibilities well but may have challenges simplifying their complex understandings with enough clarity.
Enneagram Seven leaders often have ample ideas related to tasks, yet have challenges sorting through these to achieve the clarity required of leaders.
Enneagram Eight leaders have a felt sense, a gut sense of how to move forward, but tend to assume others “get” this without their having to be precise or explicit.
Enneagram Nine leaders tend to work from operation details upward instead of starting with the big picture and moving into the operational details.

The next blog covers the remarkable way in which the Enneagram supports leaders in developing their acumen and agility in the relationship responsibilities of great leaders.

You can see the full results of the 2022 Enneagram in Organizations Global Survey here.

What Type of Leader Are You? by Ginger Lapid-Bogda PhD

You can read more about leadership in my book What Type of Leader Are You?  – a roadmap for becoming an exemplary leader using the Enneagram to develop seven core leadership competencies: Drive for Results, Strive for Self-Mastery, Know the Business; Think and Act Strategically, Become an Excellent Communicator, Lead High-Performing Teams, Make Optimal Decisions, and Take Charge of Change. Purchase here

About Ginger

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The post The Enneagram and Leadership: Task Roles | Part 2 appeared first on The Enneagram in Business.

What does it take to be a great leader and how can the Enneagram contribute to leadership excellence? This model of leadership provides that understanding. A leader, no matter their organizational level, needs to be adept at both task leadership and relationship leadership, which includes not just interpersonal relationships but also organizational processes such as communication and decision-making. Adding to this leadership challenge is navigating the ever-changing balance between the task and the relationships. At times, the focus must be on one or the other, but sometimes, attention must be equally paid to both areas. What supports leaders in finding this sometimes precarious balance, and to do it well, lies in their personal qualities.

Here’s what these roles and personal qualities mean:

Task roles for leaders

Leaders function in certain roles related to tasks of the organization or team. Leaders need to provide the following: purpose, direction, operational structure, roles with the team or organization, resource allocation, and clarity.

Relationship roles for leaders

Leaders also need to fulfill specific relationship roles in their organizations and teams. These involve fostering the following: trust, inclusion, communication, decision-making, conflict and motivation.

Personal qualities for leaders

What are the personal characteristics leaders need to develop and exhibit if they want to be exemplary ones? Leaders need to possess the following: credibility, humility, integrity, empathy, connectedness and approachability.

This leadership model is something I created from my work developing leaders, while also integrating some of the latest research and thinking on this important topic. This blog series illuminates how using the Enneagram in developing leaders contributes to their roles as task leaders and relationships leaders in addition to how the Enneagram helps leaders develop the essential personal qualities that are crucial for leaders of all levels. Supporting this will be data and insights from the 2022 Enneagram in Business Network Global Enneagram Survey.

What Type of Leader Are You? by Ginger Lapid-Bogda PhD

You can read more about leadership in my book What Type of Leader Are You?  – a roadmap for becoming an exemplary leader using the Enneagram to develop seven core leadership competencies: Drive for Results, Strive for Self-Mastery, Know the Business; Think and Act Strategically, Become an Excellent Communicator, Lead High-Performing Teams, Make Optimal Decisions, and Take Charge of Change. Purchase here

About Ginger

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The post The Enneagram and Leadership | Part 1 appeared first on The Enneagram in Business.

Part 5 focuses on Kim Namjoon (stage name RM), the first BST member, BTS’ team leader, and main rapper. He is also an accomplished composer and music producer, having written or co-written most of BTS’ music from the beginning and a member of the prestigious Korea Music Copyright Association.

I start the blogs about BTS member’s Enneagram types with Kim Namjoon (RM) for many reasons. First, he is the BTS member for whom I could find the largest quantity of relevant information. Why such an abundance of information about Namjoon? First, he is the BTS leader and has been from their start; people have a great deal to say about him based on his role and he typically speaks on behalf of the group. Because I have written books about and teach Enneagram-based leadership development, I have been especially intrigued by his exceptional leadership of BTS and how it might relate to his Enneagram type. Second, he is fluent in English, having learned it from “Friends,” whereas other BTS members are in different stages of understanding or comfort conversing in English. Because of Namjoon’s leadership role and also due to his high level of English fluency, he often speaks at award shows, during both formal and informal group interviews, and on other forms of media. Thus, he offers numerous data points that indicate what his Enneagram type may be.

In searching online regarding what people said about Namjoon’s possible Enneagram type, the answers were more varied than for any other BTS member. I have no way of knowing how well these individuals know the Enneagram, but the reasoning given for why they thought Namjoon was a particular type did not convince me because they focused on one and only one particular aspect of Namjoon. Some thought he was Five because he’s intellectual, but intellectuality does not go with any particular type. Namjoon happens to be very smart and loves books. His knowledge, according to other BTS members is broad and deep. Fives tend to have deep knowledge, but only in areas that really interest them. Some said he’s a Six because he’s careful, but being careful in itself does not make a person a Six. Others said Namjoon is a Seven because he’s an innovator, but many types can be innovative. Actually, all nine Enneagram types can be innovative, just in nine different ways. And Namjoon is very focused and pursues is interests in-depth, which is not characteristic of type Seven. Finally, others said he must be a Four because he’s deep, introspective and likes art. While it’s accurate that Fours are all those things (except they may not like art), so can people of other Enneagram types.

Kim Namjoon (RM) Enneagram One | The “Good” Person

I believe Kim Namjoon is most likely an Enneagram One, an Enneagram type that seeks a perfect world and works diligently to improve both themselves and everyone and everything around them. They strive for quality, are organized and perceptive, and are very honest while also being polite. Although they strive for perfection, they will be the first ones to tell you they are not perfect. They also tend to be highly self-critical, particularly when they make a mistake. Namjoon often speaks about mistakes.

Quotes from Namjoon about Mistakes

“I’m always afraid of making mistakes. I think I was born that way.”
“These faults and mistakes are what I am, making up the brightest constellation of my life.”
“Even if you’re not perfect, you’re a limited edition.”

General Description of Namjoon

He is often described as elegant, almost regal-looking. People online often refer to him as “perfect” or the “perfect man.” The tallest of all BTS members, he appears especially tall because he stands up straight, as is true for most Ones. Rarely do Enneagram Ones slouch over or hunch over. This can be thought of as having close to perfect posture.

From BTS’s start in 2011, Namjoon has also been perceived as a “grown-up” or highly mature, rather than appearing more child-like, even though he is younger than three BTS members and older than three others. Generally, the more adult word “handsome” has been applied to him even in his younger years; handsome is a word more often used to describe adult males, not younger ones. Other BTS members, with the exception of Jin, who goes by the moniker of “Word Wide Handsome,” have historically been described as cute, adorable and other endearing adjectives that are used to describe younger people or children rather than adults. It is common for Enneagram Ones to feel like and be treated as if they are adults at an early age. The reason for this is that Ones, even as children, tend to be highly self-controlled, principle-driven, organized and extremely responsible, and they try to adhere to the rules in order to be as “good” as possible.

Enneagram Ones: Principle-driven and the Importance of Integrity

Enneagram Ones, even as children, do their best to act in alignment with their basic principles or values, referred to as integrity. These principles often include the following: self-development, taking responsibility, and fairness.

Namjoon takes his own and the self-development of the other BTS members extremely seriously. He often comments about his own self-development journey and, especially but not only because of his role as the BTS leader, encourages the other six BTS members to do the same.

Taking responsibility is another Enneagram One core value, and Namjoon demonstrates this quality over and over again. As BTS’s leader, in addition to his fluency in English, he often speaks on behalf of the group in public settings. Thus, he is also thrust into the spotlight whenever the group or he makes what is perceived as a mistake. The mistakes that he speaks publicly about are often related to words used in lyrics or the use of props that have meanings for which he or they were unaware. This is particularly an issue since he comes from a rapper background. In rap, certain English words may be used that have a meaning or context that is not obvious in Korean culture. Yet when this occasionally occurs, Namjoon studies the issue for understanding, then speaks to it publicly, expressing sincere remorse when such things occur. In other words, he does not gratuitously say “I am sorry if you were offended.” He actually apologizes with emotional sincerity and explains the issue and why it occurred.

Fairness is an important guiding Enneagram One principle; Namjoon manifests this value in several ways. For example, he favors leading BTS as a “democracy;” many group decisions are settled by a round of rock-paper-scissors. He also treats each BTS member fairly, not appearing to favor one over another even though he has special individual relationships with each one.

Control

Although everyone, no matter what their Enneagram type, likes to control, there is a particular way control is extremely important to Enneagram Ones. Enneagram Ones exhibit a high degree of self-control and also pay attention to controlling their immediate environments to make sure everything is going the way it should. Namjoon appears, at least in public and I assume in private as well, to have control over his reactions, what he says, and how he says it.

However, how he controls BTS members, interviews and interviewers is intriguing. When BTS members are “out of line” literally and figuratively, in interviews, members might get “the look” of subtle disapproval to stop fidgeting. He motions with his hands or moves toward them on stage and without calling too much attention to this and moves them physically to a different place on the interview stage where they are supposed to be. Namjoon also intervenes when an interviewer says something inappropriate. For example, a female interviewer kept touching Jimin while all BTS members were standing nearby. Jimin’s body language showed he didn’t like it, yet the interviewer continued touching him. When a Namjoon “look” didn’t stop the interviewer, he gracefully but clearly stood between her and Jimin to stop the touching.

Overall Style

Descriptions of taste and style are often subjective, yet Ones have a particular style that is compelling: sophisticated and tasteful; minimalistic; more classic than trendy although they sometimes use selected trendy elements. Namjoon is described by others as looking “well put together,” and he usually looks this way. There’s an elegant professionalism to his clothing, his hairstyles, and his jewelry choices. Most of the time, his clothing looks perfectly tailored and his jewelry is classic. All BTS members wear earrings at times except J-Hope, and most BTS members use a variety of earrings at different times. Namjoon, however, generally wears only one or two classic, simple, medium-sized hoops in each ear, in either gold or silver.

In addition, there’s a recent amusing video of Namjoon packing for a trip, going to his large closet with an abundance of clothing options. In it, he carries out a large armful of clothing, yet still says that he has nothing to wear. The meta meaning is likely that while he obviously has plenty to wear, what he has is not the right clothing for the occasion, as he perceives it.

In the documentary “BTS Monuments: Beyond the Star,” several BTS members show their homes, large ones that they have purchased since BTS members decided to live separately. Thus, their homes reflect them and their preferences more closely than when they were living together. In Namjoon’s home, he shows an exquisite yet precise art collection with each perfectly framed on his walls. He has a ceramic collection that is carefully curated with each item beautifully visible while clearly protected from breakage. It looks like an art gallery. In the rest of the tour, we see him continuously sweeping the floor in a home with minimal furniture, gently lamenting that there always seems to be dust everywhere. He also comments that he didn’t realize how important cleanliness and order were to him until he moved into his own place. It looks like an Enneagram One paradise.

Speaking Style

Namjoon’s speaking style maps to the ways in which Enneagram Ones speak: concise, precise, fluid, with carefully chosen words and also polite, direct and gracious. These are ways people describe his speaking style:

“Carefully chosen and precise word selection and sentence structure”
“Assured and confident speaker”
“Thoughtful verbally and in writing”
“Uses perfect standard Korean”
“Speaks elegantly and eloquently in several languages”

 Non-Verbal Behavior

Namjoon’s nonverbal patterns are consistent and predictable, even as they may vary according to the context he is in. First, he moves in space with grace and poise, even though he is known amongst BTS members for bumping into things or breaking small items. They tease him about this and, at least, externally, he takes this in stride. Gracefulness and poise often align with Enneagram Ones, which doesn’t mean they don’t break things. It refers to their overall demeanor.

Namjoon also exhibits a nonverbal behavior that is typical of Ones: pointing his finger when he talks, particularly the index finger. This finger-pointing serves several purposes: to emphasize an important point they are making verbally; to get another person’s attention, particularly but not only, about something that person should start or stop doing; or to emphasize the importance of a critical comment (akin to what is called “wagging your finger” as an idiom). Namjoon uses pointing his index finger so often that in a video reel in which Jung Kook mimics the other members’ verbal and non-verbal way of speaking, Jung Kook emphasizes Namjoon’s pointed finger, and the other BTS members, including Namjoon, all laugh in recognition.

In addition, Namjoon also clenches his jaw when he doesn’t like or disapproves of something. Although he does this subtly and not for extended periods of time, it is a very common and largely unconscious non-verbal response in Enneagram Ones. Their displeasure emerges somatically, plus clenching the jaw also prevents them from saying something critical or possibly impolite. Many Ones say that they experience sore jaws, although they may not realize that their jaw clenching is the source of this.

Namjoon’s non-verbal style can be described as self-controlled as opposed to impulsive and serious as opposed to silly or fundamentally playful. Namjoon is fluid in his responses but also expresses himself non-verbally in more measured, controlled ways. If he likes something, his whole face smiles, including eyes, mouth, and facial muscles. However, when he doesn’t like something, he stays very still and sometimes gives a look of displeasure. He is a master of the “side eye,” a subtle sideways glance of the eyes that conveys a variety of reactions such as disbelief, disapproval, and skepticism. Namjoon also uses a subtle version of the “eye roll,” a non-verbal gesture that can have multiple meanings: impatience, annoyance, or even boredom.  When he uses the “side eye” and “eye roll” gestures, they are done in a subtle, not blatant way. This form of subtle interpersonal behavior is highly consistent with Enneagram Ones. Ones have what is called a judging or discerning mind, meaning they sort quickly that something is good or it is not and they have polite but easy-to-read non-verbal reactions in these situations.

Although Namjoon can be funny and playful at times, he just as often sits back and watches the other BTS members get silly and a bit rambunctious without getting involved himself. Sometimes, he’ll join in with hearty laughter when something delights or amuses him, but he is just as likely to watch what is going on without joining in himself. In general, he can be described as a more serious-minded person, which is an apt description of Enneagram Ones. 

Namjoon’s Leadership

He is BTS’ team leader and has been from the start, but why was he chosen? In Korea, there is deference and respect for age, but he is not the eldest BTS member so age alone doesn’t explain the decision to make him the group leader. When he was selected as the first BTS member, Namjoon was already an accomplished underground rapper and respected in the Korean musical community. This talent and respect would give him credibility as a leader. In addition, Bang Si-Hyuk, from Big Hit Entertainment, chose Namjoon as the group’s leader, perceiving Namjoon as being “fluid” and having “depth of character.” Although talent and accomplishment can go with any Enneagram type, being “fluid,” such as being well-spoken and poised, can easily describe most Enneagram Ones. “depth of character” can also go with several Enneagram types, but especially Ones because they are values and principle-driven from an early age.

From the start, all BTS members embraced and relied on Namjoon’s leadership to guide them, support them in hard times, and offer perspective and encouragement when they needed it most. In the Korean musical community, Namjoon is regarded as one of the best, if not the best, leaders in the entire K-pop community. From all the video reels I’ve seen, Namjoon doesn’t appear, at least to me, to be trying to be the best. Instead, he is trying to be the best version of himself and do his best on behalf of BTS as a whole.

Namjoon stepped into BTS leadership in his late teenage years, with few role models in the industry. How does a person learn to become a leader without role models or leadership training? They have to rely on themselves. My guess is that he had to embrace his natural inclinations as an Enneagram One leader. Leadership style, no matter what age, grows out of our Enneagram type.

Enneagram One Leadership Style

Ones believe that their job as a leader is to set clear goals, aspirations and expectations and also inspire others to achieve the highest quality. One leaders pursue excellence and lead by example.

For Enneagram Ones, leading by example doesn’t mean others should be just like them. It means everyone should try to be the best version of themselves. What matters is not that you are perfect, even though Ones are sometimes called perfectionists. In actuality, Ones are more perfectionistic, knowing they are not perfect. What matters to them is that they and you are continuously improving yourself as a person and as a professional and holding yourself to a high standard. He has been referred to as a “perfect role model,” as he leads with constancy, integrity and humility.

Namjoon, as is common with One leaders, also exhibits “principle-based leadership.” For him and many Ones in leadership roles, growing others is a key principle and commitment. This means not creating clones, but helping others continuously develop through advising, providing resources including their own time, and being available when needed to offer support and encouragement. Namjoon has done this over and over, including doing his best as part of the team – songwriting, dancing, singing and rapping – and also not competing with or trying to outshine other BTS members. He’s described as putting the group before himself.

What has also helped BTS as a group is the way Namjoon deals with issues that arise. As is true for most Enneagram Ones, he is neither conflict-avoidant nor conflict-inducing. However, when conflict arises within the group or from an external factor, he deals with issues directly, taking a problem-solving orientation. His pragmatism, calm, and even-handed way of problem-solving are also characteristic of Enneagram Ones.

Challenges for Enneagram Ones

All Enneagram types have their challenges, and Ones are no exception, whether in a leadership role or just in life. Ones can be very hard on themselves to do things right and get deeply discouraged and extremely self-critical when they make mistakes. Because of this, they can get very discouraged. Ones also take on so much responsibility that they exhaust themselves through relentless hard work. In addition, Ones have difficulty fully relaxing or being spontaneous because they feel the need to exhibit so much self-control. When they feel like things are not within their control, they can become highly anxious with a deep need to “fix” whatever they can. All of this and more can get in the way of their closest relationships. And it can be hard to feel like the “grown-up” in the room, especially at a young age. This can lead to feeling lonely.

Simple, Powerful Development for Enneagram Ones

Rumi poem
Reflect on the meaning of this poem by 13th-century poet Rumi:
“If you are irritated by every rub, how will you be polished?”

Breathwork
Practice breathing into your heart area just as much as you breathe into your belly (gut) and head areas. This will help you gain greater access to your feelings, thus helping you become more integrated.

Cultivate acceptance
You can cultivate true acceptance of yourself, others and that which surrounds you through the simple things in life. Notice how the flower in nature is perfect just as it is, even when some of its petals may not be. Notice your internal critical voice and befriend it rather than believing it or fighting against it. Notice your high expectations and ask yourself gently: Is this something I really believe and does believing it truly serve me?

Watch Namjoon’s music video

Here: You can watch and hear RM’s (Namjoon’s) music video, “Lonely” (2022), written in a hotel room in Las Vegas.

About Ginger

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The photo used for this blog is licensed under the Creative Commons Attribution 3.0 Unported license and was downloaded from the Wikimedia Commons site. Through Wikipedia Commons, an independent reviewer confirmed that this image was under the stated license on that date listed. BTS is very careful and diligent with their copyrighted materials, which we respect and follow. All photos for this blog will be obtained from Wikimedia Commons with an International Creative Commons copyright.

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Do you know the answer to this question? Can the Enneagram support contemporary leadership excellence? First, here’s the latest thinking on leadership excellence from four well-respected sources.

Vantage

Leadership excellence is about self-development, flexibility, employee focus, plus…

Being culture creators

Focusing on employee well-being

Effectively leading remote and hybrid teams

Displaying empathy

Demonstrating flexibility

Embracing self-development

McKinsey

Leadership excellence is about leadership character and connection through…

Humility

Empathy

Integrity

Ethics

Connectedness

Forbes

Leadership excellence is about moving from “me” to “we” with…

Purpose

Empathy

Authenticity

Respect

Trust

Empowerment

Engagement

Fulfillment

Self-awareness

Inclusivity

Bonding

Awareness

Recognition

Human connectivity

Gallup

Leadership excellence involves three main areas:

Displaying consistency and clarity in communication

Continuous development as leaders

Focusing on employee well-being

What about the Enneagram and creating excellent leaders? The answer can be found in the forthcoming Enneagram in Business Network’s global survey results that will be available by September 15 and the results are stunning. Stay tuned!

Sources

Vantage (2022) 7 Prominent Leadership Trends For Companies In 2022
McKinsey (2022) Leading Off
Forbes (2022) Five Leadership Trends You Should Care About In 2022
Gallup (2022) What Leaders Should Focus on in 2022

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The post What qualities make an excellent leader 2022? appeared first on The Enneagram in Business.

These three 2021-2022 additions to our organizational vocabulary are here to stay. The Great Resignation refers to many people, especially younger employees, resigning from their jobs, often without having another job waiting. This has happened with 4.4 million people per month in the US alone. They were looking for better pay, better working conditions, and more career development opportunities. They were also burned out and more self-reflective. What did they want out of their lives, and where did work fit in?

The Great Exodus has followed the Great Resignation. People are leaving their jobs and companies in droves. Companies are having trouble attracting and retaining employees. In February 2022, there were 11 million job openings in the US. What can companies do? They can make compensation packages more attractive, allow greater work flexibility, and invest in employee well-being.

Quiet Quitting is a new name for an old phenomenon, but it is becoming an epidemic. Essentially, Quiet Quitting means a high degree of disengagement from the work. You do what you are paid for, but not more, and you do it without a passion for your work or your co-workers. You stay in the job, you do what you have to do, and that’s it.

So what are organizations to do when people resign, job openings are abundant but applicants are not, and an increasing number of employees are Quiet Quitting? Companies can do a great deal and the Enneagram can help. The answers can be found in the forthcoming Enneagram in Business Network’s global survey results that will be available by September 15, and some of you will see the results even sooner.

Yes, this is a teaser, but here’s a hint. See the words in italics above. The survey results show how using the Enneagram in organizations contributes dramatically in these italicized areas: career development, employee well-being, and disengagement.

Sources

Forbes (2022) Three Strategies That Could Help Solve Your Employee Exodus
NPR (2022) The pandemic pushed people to reevaluate their jobs. Meet 5 who reinvented themselves
Washington Post (2022) ‘Quiet quitting’ isn’t really about quitting. Here are the signs.

Ginger Lapid-Bogda PhD, author of nine Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com | ginger@theenneagraminbusiness.com

The post The Great Resignation, The Great Exodus, Quiet Quitting appeared first on The Enneagram in Business.

What makes a team go from just OK to good? What helps a good team become a great one? I use a simple concept called AAA: alignment, attunement and acceleration.

I was first exposed to the first two elements of this concept – alignment and attunement – over three decades ago, the brainchild of a consulting firm called Innovation Associates and one of their primary consultants, Roger Harrison. I added the third element, acceleration. Effective team acceleration occurs when a team is aligned around their purpose, tasks and deliverables, while team attunement can be thought of as team resonance.

Is your team aligned and attuned so it can accelerate? Think of this as teams being able to access the collective wisdom of their three Centers of Intelligence: Head Center (alignment), Heart Center (attunement) and Body Center (acceleration). Teams have all three Centers of Intelligence, just like individuals do. This is the challenge and opportunity for teams and individuals: Are we accessing and using the wisdom of all three Centers of Intelligence? Using the Enneagram in its team’s applications is the ideal way to do this.

In the next series of blogs, all of them on the topic of teams and the Enneagram, I’ll share some concepts and practices for how to do this. Here are some questions to ponder, thinking about the team as a whole:

What are the Head Center-based challenges and opportunities?

What are the Heart Center-based challenges and opportunities?

What are the Body Center-based challenges and opportunities?

You may think this has to do with the types on a team. This is certainly a factor, but it is not the most important one. For example, just because there are more Head Center types (5, 6 and 7) on a team doesn’t mean the team is more likely to be aligned. Similarly, more Heart Center types (2, 3 and 4) doesn’t mean a team will become more attuned. An accelerating team does not necessarily have more Body Center types (8, 9 and 1) as team members.

In the next blog, you’ll find out the answers to these questions and more. This blog series is based on Ginger’s forthcoming book, “Transform Your Team with the Enneagram: Build Trust, Decrease Stress, and Improve Productivity.”

Ginger Lapid-Bogda PhD, author of eight Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com |ginger@theenneagraminbusiness.com

The post What makes a great team: part 1 | the AAA model appeared first on The Enneagram in Business.

We are living in a time where horrific things are occurring, some ‘natural,’ some ‘unnatural’ – meaning totally created by human beings – and some a combination of both. As trainers, as Enneagram professionals, what do we do when a disaster occurs during the time we are training? Do we say something, do we do something, do we just go on as if this is not occurring? After all, participants have come for a training, not to discuss current issues. And what about our training agendas? Discussing difficult issues takes time and attention. Even if we want to bring the topic up for conversation, how do we do it and for how long?

I don’t have all the answers. I do, however, have some principles and assumptions by which I operate and some recent examples to share.

Principles and assumptions

1. If something is occurring in the wider world that potentially impacts people deeply, they will be thinking about this and can be distracted from what is being taught and/or feel isolated.
2. It is important that I, as the trainer, bring up the topic, thus giving participants a chance to discuss.
3. No one should be forced in any way to share anything they prefer to not share.
4. As the trainer, I don’t always know the way to bring up the topic, and that’s OK. I have to be willing to trust the process.
5. Not all issues need to be discussed, but if they do, it’s best to do at the start of a program if possible.
6. As the trainer, I will have my own reactions and will have to manage those in terms of how I respond to what others are saying, plus what I share and when.

Example 1 | Covid and pandemic

I’ve been running many virtual programs starting about 2 months into the pandemic. People were afraid, some didn’t recognize its severity. Others were directly impacted themselves. Several participants had jobs that involved scheduling for hospitals, contract tracing, and more. Some were parents with school-age children. We bring ourselves to work and to training programs, and this is especially true when we work from home.

What I did

At the start of every program, I’d ask how everyone was doing and create a space before the program content started for those who wanted to share. People really appreciated this, plus it allowed those with young children or those who might be called into work for a Covid-related essential job to be able to tell us this was the case. I also relaxed the program rules and allowed people who needed to step away to be able to make up what they missed. For those who had family or friends who died from Covid, we had a space for remembering. How long did all this take? No more than 10-15 minutes. Even now, the topic still arises as participants either come down with Covid themselves or their loved ones have it. We end up supporting one another as needed.

Example 2 | January 6 insurrection

I was literally running my Coaching with the Enneagram 1.0 certificate program when my iPhone newsfeed started buzzing with unrelenting information about what was occurring in the US capital in Washington DC. What exactly was unfolding was not clear or known, but it looked dire. I calmly took a program break, not wanting to alarm the participants. Turning off my Zoom mic and turning on the TV, the images were scary and the events uncertain.

What I did

I had no idea what to do because it was emerging in real-time. I did speculate that some of the participants were also aware of what was occurring. After the break, I told the group what I had just learned from the TV and newsfeeds, and while several others were also aware of the news, most were not. I told them the essence of what I knew; interestingly, many European participants also added information. The news was traveling faster outside the US than inside. I remember working to stay centered (calm was not really possible for me at that time) and focused on the group. After sharing what information we had – which didn’t take long since not much was available to us ­– I made a decision and asked the group what they thought of it. The decision was to end the program then so people could do what they needed to do, and I would do a special session for this group at a later date to cover what we were missing by ending early. Everyone agreed, we wished each other safety and wellbeing. People still contact me about the positive impact this had on them as participants. They felt part of the community and free to take care of their own needs at the same time.

Example 3 | Ukraine invasion

Clearly, this is the most recent major event, and during this time, I’d been leading a certificate program where half of the group was from Europe, although none were from Ukraine or Russia. In this group of 24 people, that’s quite a few from Europe.

What I did

I raised the issue at the beginning of the session, much to their relief as could be seen on their faces. Anyone who wanted to speak could. I sincerely wished I had taped the conversation as every single European had something important to offer: their fears about Russia, their concerns for as well as information from friends and colleagues in Ukraine, what they have all been living with in terms of proximity to Russia for decades, their views of their own governments’ responses to the invasion and more. A few from the US spoke as well.  And when this conversation was over – it lasted about 25 minutes – we were all better educated and more deeply bonded.

Summary

We may not know what to do when external events cause deep internal reactions, but I think it is important to live with this ambiguity and to do something. Doing something can lead to off-topic discourse and challenging conversations. However, doing nothing has its own downsides. It takes some practice and courage to lean into and lead the conversation, but both practice and courage build with experience. And yes, participants always bring up something related to their types, so the Enneagram becomes a living and breathing foundation for sharing and insight.

Ginger Lapid-Bogda PhD, author of eight Enneagram books, is a speaker, consultant, trainer, and coach. She provides certification programs and training tools for business professionals around the world who want to bring the Enneagram into organizations with high-impact business applications. TheEnneagramInBusiness.com |ginger@theenneagraminbusiness.com

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