Enneagram by Tai Tran

Slide 1: Tai Tran THE ENNEAGRAM Hien T. Nguyen May 2007

Slide 2: The Enneagram Is the ancient system of personality types  Linking personality to spirit 

Slide 3: Diagrams

Slide 4: Overview

Slide 5: The Three Triads

Slide 6: Triad: Head 5,6,7 tend to respond to life through their thoughts  Vivid imaginations  Strong ability to analyze and correlate ideas.  Thinking is a way of pre-empting fear 

Slide 7: Triad: Heart 2,3,4 operate in the world through relationships  Image: Concerned with how others see and relate to  them Quick sense and respond to others’ needs or moods  Successful relationships keep at bay the sense of  emptiness and yearning

Slide 8: Triad: Belly/Gut 8,9,1 tend to ‘be’ in the world through action  Their instinct is to do  Self-forgetting types 

Slide 9: Head center: Fixations and Holy Ideas Fixation: Habitual mental  preoccupation of focus of attention Holy Ideas: The state of  being which is experienced, rather than thought of, by the head center when it is free of the fixation

Slide 10: Fixations (cont)

Slide 11: Heart center: Passion and Holy Virtue Passion: The habitual  preoccupation or focus of the heart center Virtue: the essential state of  being experienced in the heart

Slide 12: Belly center: Self-preservation

Slide 13: Belly center: Social Instinct

Slide 14: Belly center: Sexual

Slide 15: Wings Each type has 2 wings on either side on the circle  Example: Five-ish Six is more withdrawn, Seven-ish  Six becomes more playful

Slide 16: The Enneagram and MBTI

Slide 17: Motivation – Behavior – Development

Slide 18: Focus of attention

Slide 19: Functions

Slide 20: Interpersonal Roles Social functions Area of concern Soloist Initiator Cooperator Self development 4. The Designer 3. The Achiever 2. The Mentor (Creating) (Communicating) (Supporting) The Intuitive The Competent The Thoughtful Originator Pragmatist Contributor Looking into future 5. The Investigator 7. The Enthusiast 6. The Troubleshooter (Discovering) (Popularizing) (Implementing) The Perceptive The Joyful The Dependable Expert Visionary Associate Influence others 9. The Peacemaker 8. The Challenger 1. The Reformer (Mediating) (Empowering) (Improving) The Comforting The Self- The Conscientious Optimist Confident Authority Teacher

Slide 21: Disruptive Roles Social functions Area of concern Soloist Initiator Cooperator Self development 4. The Designer 3. The Achiever 2. The Mentor (Creating) The (Communicating) (Supporting) Temperamental The Slippery Operator The Self-Important Withholder Busybody Looking into future 5. The Investigator 7. The Enthusiast 6. The Troubleshooter (Discovering) (Popularizing) (Implementing) The Detached Technician The Scattered The Ambivalent Skeptic Chatterbox Influence others 9. The Peacemaker 8. The Challenger 1. The Reformer (Mediating) (Empowering) (Improving) The Passive Wishful The Heavy-Handed The Rigid Thinker Taskmaster Scorekeeper

Slide 22: Leadership

Slide 23: Inadequate Nurturing Environment

Slide 24: Appearance Illustrations

Slide 25: The Day in Enneagram

Slide 26: Title Content  Menu

Slide 27: The Nine Types

Slide 28: 1. The Perfectionist/Reformer/Worker/Critic Motivated by the need to live life the right way, improve yourself and others and avoid danger. MBTI: ISTJ,ENFJ,ENTJ,ISFJ ONES at their BEST ONES at their WORST Ethical Judgmental   Reliable Inflexible   Productive Dogmatic   Wise Obsessive-Compulsive   Idealistic Critical of others   Fair Overly serious   Honest Controlling   Orderly Anxious   Self-disciplined Jealous   Inspiring Cynical   Caring Judgmental   Wise Self-righteous   Discriminating Cold   Serene Bigoted   Controlling  Angry  Sarcastic  Dogmatic 

Slide 29: ONE's fear - desire - wings Fear: being corrupted/evil,  defective Desire: to be good, to have  integrity, to be balanced NINE-wing: the Idealist  TWO-wing: the Advocate 

Slide 30: ONE’s passion & fixation: anger & resentment Suppress reactions and emotions in favor of  rationality Anger is freeing cathartic energy  Resentment is rationalized anger. Unacceptable  rage is transmuted into acceptable thoughts, from frustration to irritability and resentment

Slide 31: ONE’s stress: toward FOUR Under stress, ONES emphasize their belief that  perfection is unattainable, and that somehow they are unworthy They focus shifts to relationships or emotions, and  their feeling of being unlovable Can be depressed  Positive: enhance ONES’ appreciation of and longing  for perfection, and opens up their feelings

Slide 32: ONE’s security: toward SEVEN Some ONES seek out SEVENS as friends  Allow themselves to relax into security they can have  fun for a while

Slide 33: ONE subtypes Self-preservation: divert energy of anger into anxiety about  personal security: getting things right, having exactly what one needs, keeping the job, looking after the family… It is permanent resentful worrying Social: ally with the worthy group and support the correct  cause; may cause them confusion, frustration or anger at the group and/or at themselves; criticize the group for not being perfect, and themselves for not being able to adapt Sexual: idealizing the perfect connection, fear that other  people will be seen as more attractive, intelligent and desirable. Anger is channeled into jealousy

Slide 34: ONE’s relationships Hard to trust the world  Feel they may be unworthy of friendship because  they are not perfect Long for the perfect relationship, look to see if  they’re doing wrong, if not – resent and blame partner

Slide 35: ONE’s virtue & idea: serenity & perfection Serenity: allow all feelings to come and go without  judging Perfection: realize everything is already perfect  even in its imperfection

Slide 36: ONE learning

Slide 37: ONE growth tips Find a friend or therapist who can help depersonalize issues for which one is blaming  one’s self or others Join a group which encourages expression of immediate emotions, including anger, in a  safe environment Notice thinking in terms of either/or, right/wrong and include more sides  Notice that resentment at others who break the rules may mask a wish to do what  they’re doing Take time to observe the critical mind in action, and dis-identify with it – use it to remind  self of achievements and skills Put play and pleasure in list of oughts, until one can allow them for their own sakes  Learn to relax  Do not expect others to change immediately  Learn to recognize the attacks of your superego and how they undermine you rather  than helping you Get in touch with feelings, particularly unconscious impulses 

Slide 38: ONE in business The rational, orderly type  Principled, purposeful, self-controlled, and perfectionistic  Concerned with maintaining quality and high standards  Focus on details and like to improve and streamline procedures  Good at coaching others on how to improve themselves, be more  efficient, and do things correctly Well-organized and orderly, overly critical of themselves and others  Dislike waste and sloppiness, but can deteriorate into micromanagement  and constant, demoralizing criticism At their best, they have good judgment, make wise decisions, and model  ethical and responsible behavior.

Slide 39: ONE’s leadership: the Idealist A self-observing Idealist can be a wonderful leader: wise, tolerant, balanced,  and focused on standards of excellence in ways that provide an exemplary vision for followers. Ones are often the purveyors of quality in an organization. When less well-developed, they show their fixation on perfectionism. They carry  an internal judging voice, which chastises themselves (or others) for falling short of perfection (preaching) or, in a very healthy individual, invokes higher attainment (teaching). Their driving force is anger, which is typically over- controlled until it erupts as resentment when someone has failed to live up to their expectations. They're good at moral tirades, yet they also show a \"running amok\" side that allows them to escape their own high standards. Developmental skills include reducing the power of their internal critic, channeling  anger more effectively, learning to respond to criticism non-defensively, and moving away from black-and-white thinking with positive reframing and creative problem-solving. The key development need for this leadership style is patience, the willingness to accept conditions that do not conform to one's ideal.

Slide 40: ONE’s management Leadership: Principle-centered leadership  Strategy: Ethics-oriented  Decision Making: Ideal-centered  Managing Change: Rule-bound  Delegating: Workaholic delegator  Communication: Factual communicators  Negotiation: The uncompromising negotiator  Power: Authority power 

Slide 41: Famous ONES Mahatma Gandhi, Hilary Clinton, Al Gore, John Paul  II, Sandra Day O'Connor, John Bradshaw, Bill Moyers, Martha Stewart, Ralph Nader, Katherine Hepburn, Harrison Ford, Vanessa Redgrave, Jane Fonda, Meryl Streep, George Harrison, Celene Dion, Joan Baez, George Bernard Shaw, Noam Chomsky, Michael Dukakis, Margaret Thatcher, Rudolph Guliani, Jerry Brown, Jane Curtin, Gene Siskel, William F. Buckley, Kenneth Starr, The \"Church Lady\" (Saturday Night Live), and \"Mr. Spock\" (Star Trek)

Slide 42: 2. The Helper/Giver/Caretaker Motivated by the need to be loved and appreciated and to express your positive feelings towards others. MBTI: ESFJ,ENFJ,ESFP,ENFP TWO at their BEST TWO at their WORST Loving Martyr-like   Caring Indirect   Adaptable Manipulative   Insightful Possessive   Generous Hysterical   Enthusiastic Overly accommodating   Tuned in how people feel Overly demonstrative   (more extraverted Twos) Empathic  Smothering  Supportive  Ambitious give-to-get  Perceptive  Self-sacrificing intrusive  Loyal  Selfless 

Slide 43: TWO's fear - desire - wings Fear: being unwanted,  unworthy of being loved Desire: to feel loved  ONE-wing: the Servant  THREE-wing: the  Host/Hostess

Slide 44: TWO’s passion & fixation: pride & flattery Pride: inner certainty that they can fulfill others’  needs Flattery: TWOs’ ability to make others feel good by  appealing to their inner preferences, and recognizing and supporting their highest potential

Slide 45: TWO’s stress: toward EIGHT Domineering, irritable, angry  Avoid inner anger  Fight for their own position and resist others’ demand 

Slide 46: TWO’s security: toward FOUR The increased emotionality is painful  A release into the self-nurturing and artistic side is  energizing

Slide 47: TWO subtypes Self-preservation: securing pride by not asking for  help Social: attach to the important in group. Ambition:  power behind the throne Sexual: keep going until chosen person is caught 

Slide 48: TWO’s relationships Dilemma: suffer painful emotions for forgetting self  needs

Slide 49: TWO’s virtue & idea: humility & will/freedom Humility: celebrate what hey have to offer to the  world Freedom: follow their true needs 

Slide 50: TWO learning

Slide 51: TWO growth tips Develop interests and activities that are meaningful to one on one’s own, and do  them on one’s own Make time to be alone and bring attention back inside, for example meditating;  notice the anxiety and desire to focus out again Notice own achievements and their worth  Consciously do things well for their own and one’s own sake alone  Notice flattery and the tendency to be helpless or second to others, and that  dependency is manipulation Tell people one’s need, and allow them to give it to one’s self: learn to enjoy  receiving Take care of one’s self, rest  More conscious of motives when deciding to help  Ask people what they need before helping them. Help when they ask. Help them  to be functioning on their own Let it be, do not remind deeds 

Slide 52: TWO in business The helpful, interpersonal type  Generous, appreciative, people-pleasing, and possessive  Sensitive to the needs of others and seek to be of service  Appreciate the talents of others and act as confidants and  guides, good at networking people and services Have trouble saying no to requests and tend to become  stressed by trying to help others too much Dislike impersonal rules and work situations and can  deteriorate into favoritism and time-wasting personal over- involvements At their best, they are empathetic and generous and help  build team interpersonal connections

Slide 53: TWO’s leadership: the Mentor The most interpersonally oriented of all the leadership styles, healthy Mentors  are unconditionally caring leaders who derive deep satisfaction from seeing and encouraging the development of others; they are typically great supporters of customer service. Well-developed Twos will also be aware of their own needs, which provides balance in their lives and allows them to give freely, without expectation of return. Their driving force is pride, which is attached to their self-image as helper; out of  this they tend to be in the middle of things, giving help and advice whether others want it or not. When less developed they have a fixation on entitlement and can use manipulation to influence people. If they feel betrayed they may even become vindictive (\"after all I've done for you!\"). Their key development need is humility, which accompanies true compassion without expectation. Developmental skills include acknowledging their own needs, seeing how they  contribute to their own workload and saying no, setting clearer boundaries, and asserting their interpersonal power more directly.

Slide 54: TWO’s management Leadership: Servant leadership  Strategy: Customer satisfaction  Decision Making: People-centered decision  maker Managing Change: Charmer  Delegating: People-centered delegation  Communication: Interpersonal communicator  Negotiation: Manipulative negotiator  Power: Reward power 

Slide 55: Famous TWOS Mother Teresa, Barbara Bush, Eleanor Roosevelt, Leo  Buscaglia, Monica Lewinsky, Bill Cosby, Barry Manilow, Lionel Richie, Kenny G., Luciano Pavarotti, Lillian Carter, Sammy Davis, Jr., Martin Sheen, Robert Fulghum, Alan Alda, Richard Thomas, Jack Paar, Sally Jessy Raphael, Bishop Desmond Tutu, Ann Landers, \"Melanie Hamilton\" (Gone With the Wind). and \"Dr. McCoy\" (Star Trek)

Slide 56: 3. The Performer/Achiever/Motivator/Succeeder Motivated by the need to be productive, to achieve success, and to avoid failure. MBTI: ESTP,ENTP,ENTJ,ESTJ THREES at their BEST THREES at their WORST Optimistic Deceptive   Confident Narcissistic   Industrious Pretentious   Efficient Vain   Self-propelled Superficial   Energetic Vindictive   Practical Overly competitive   Empathic Dominating   Socially conscious Go-getters   Able to enliven  Deep connection to people  and worthy goals

Slide 57: THREE's fear - desire - wings Fear: being worthless  Desire: to feel valuable and  worthwhile TWO-wing: the Charmer  FOUR-wing: the  Professional

Slide 58: THREE’s passion & fixation: deceit & vanity Select arenas which gain approval of people they  want to be accepted by. They deceive themselves that roles is ‘who they are’ Vanity: only stop doing when they run out 

Slide 59: THREE’s stress: toward NINE Stress of THREE: public failure, taking on far too  much, illness which forces them to stop, inactivity Lose focus and confidence  Swayed or distracted and upset that can’t promote  themselves

Slide 60: THREE’s security: toward SIX SIX is central fear type, so THREE finds it so hard to  relax and do nothing

Slide 61: THREE subtypes Self-preservation: focus on material security.  Ultimate success is always in the future Social: their status in the group. Goal is targeted for  the potential prestige Sexual: appear absolutely masculine/feminine 

Slide 62: THREE’s relationships Relationships can be backing up image 

Slide 63: THREE’s virtue & idea: honesty & hope Honesty: inner state in which there is no need to find  a role to identify with Hope: able to let go and allow things to be done  through them rather than by them Who experience hope and honesty can turn their  leading, achieving and motivating skills to the service of other people, and experience the unconditional love they have always longed for

Slide 64: THREE learning

Slide 65: THREE growth tips Stop from time to time and ask ‘What am I feeling?’  Take time out to stop and be: go for walks (but without a goal!), stare at  the sunset, learn to meditate for its own sake rather than as a task Ask trusted friends to tell when they feel one’s not being real, or one’s  fudging an issue, and listen even if they seem wrong Notice one’s self changing image to please, and ask ‘Is this who I am, or  am I going for the image?’ Work on valuing empathy and connection as highly as status  Ask one’s self what really matters, in work and leisure, and make time to  pursue it Be honest about feelings and needs  Connect to someone one cares about  Involve in projects that help empowering true value and identity  Stop doing the acceptable just to be accepted 

Slide 66: THREE in business The adaptable, ambitious type  Focused, excelling, driven, and image-conscious  Know how to work efficiently to get the job done according to customer  expectations Often attractive, charming, and energetic, are conscious of the image  they project of themselves as well as of their team and company Like getting recognition and are attracted to success and positions of  prestige Competitive and workaholic, driven by the need for status and personal  advancement, deteriorating into cutting corners to stay ahead At their best, they are accomplished and admirable, often seen as  inspiring role models by others

Slide 67: THREE’s leadership: the Star Star leaders are often expansive, risk-taking go-getters who ensure high  productivity for their organizations. Formidable models for others, they are efficient and supremely goal-oriented; consequently, they tend to rise to top organizational levels, or to run their own companies. What under-developed Threes personify for all of us is our image-making.  They're good at self-promotion and can be perceived as showcasing themselves at the expense of the team. Threes tend to look outward for their reflection in the eyes of others--and their inner life can be lacking. Their driving force is vanity, which shows up in the fixation of self-deception (e.g., convincing oneself that a failure to involve the team in a major business coup was not important because of the results achieved). Developmental skills include learning to collaborate instead of compete,  clarifying their own values/developing internal criteria (vs. external validation), learning from failure, and accessing their feelings. Their key development need is truthfulness, speaking from the essential self and not through personality needs.

Slide 68: THREE’s management Leadership: Entrepreneurial leader  Strategy: Achievement oriented  Decision Making: Success-oriented  Managing Change: Motivating  Delegating: The vain delegator  Communication: Persuasive communicator  Negotiation: Persuasive negotiator  Power: Image power 

Slide 69: Famous THREES Bill Clinton, Oprah Winfrey, Jane Pauley, Michael  Landon, Tony Robbins, Tom Cruise, Barbra Streisand, Sharon Stone, Madonna, Shirley MacLaine, Sting, Paul McCartney, Dick Clark, Whitney Houston, Ted Danson, Michael Jordan, Shania Twain, Sylvester Stallone, Arnold Schwarznegger, Billy Dee Williams, Kathy Lee Gifford, Truman Capote, and O.J. Simpson

Slide 70: 4. The Romantic/Individualist/Artist/Designer Motivated by the need to understand your feelings and to be understood, to search for the meaning of life and to avoid being ordinary. MBTI: INFJ,INFP,ENFJ,ISFP FOURS at their BEST FOURS at their WORST  Warm  Depressed  Compassionate  Self-conscious  Introspective  Guilt-ridden  Expressive  Moralistic  Creative  Withdrawn  Intuitive  Stubborn  Supportive  Moody  Refined  Self-absorbed  Charismatic  Moralistic  Empathic  Demanding attention for their pain

Slide 71: FOUR's fear - desire - wings Fear: not having identity or  personal significance Desire: to create an identity  THREE-wing: the Aristocrat  FIVE-wing: the Bohemian 

Slide 72: FOUR’s passion & fixation: envy & melancholy Envy: something’s mission, yearning to fill the  emptiness Melancholy: bitter-sweet favor. When FOURS  experience joy it is passionate and deep, but includes the knowledge that its opposite is never far away

Slide 73: FOUR’s stress: toward TWO Feel the need to change themselves  Push-pull way of relating, need to attract people  and be approved of

Slide 74: FOUR’s security: toward ONE FOURS are idealists in the realm of feelings  Add perfectionism to personality and become critical 

Slide 75: FOUR subtypes Self-preservation: take risks, live life recklessly. To  really be alive means to experience life to the full, to be willing to take whatever comes along and ride with it Social: fear for not being good enough so people  will reject. Apply creativity to their involvement Sexual: competitive 

Slide 76: FOUR’s relationships Emotional experience vary so widely and intensely  Push-pull habit  Loyal and generous to real friend 

Slide 77: FOUR virtue & idea: equanimity & origin Equanimity: being harmonious and complete in  oneself They are part of holy origin, celebrate and let that  creative source express itself through them in their lives

Slide 78: FOUR learning

Slide 79: FOUR growth tips Take up a body-based activity to learn to ground one’s self  When emotions become very strong about something, question them by  tracking back to the first feeling which triggered them: it may be different from what one feels at the moment Notice attention going to what is missing, and learn to value the positive  aspects of what is here and now Remind one’s self ‘abandonment’ was in the past and is not inevitable  Recognize specialty and self-absorption as a way of masking fears of  abandonment: focus on what is important to someone else Discover in one’s self the qualities which one envy in others  Drift off feelings  Avoid putting off things until in the right mood  Self-discipline  Avoid lengthy conversations in mind 

Slide 80: FOUR in business The introspective, artistic type  Expressive, dramatic, self-absorbed, and temperamental  Deliver personalized service and/or develop distinctive products known  for their refinement and sense of style Uncompromising in their pursuit of the right effect, word, or design and of  gauging the personal impact of a product Dislike tasks that they feel are not creative or give them room for their  personal imprint Hypersensitive to criticism and can deteriorate into moodiness and erratic  work habits At their best, they bring intuition and creativity into the workplace and  enrich it with their sense of depth, style, and appreciation of the personal dimension.

Slide 81: FOUR’s leadership: the Innovator Innovators are vital to the health of an organization because they are able to  view things from a new slant and are not bound by tradition; they can keep an organization from slowly dying out of untested and outdated assumptions. More in touch with their feelings than other types, they are in danger of sinking  into moodiness if they meet with resistance to their ideas. The same talent that allows Fours to \"look outside the box\" can lead them to wonder why they never see things the way others do, and subsequently to question if they are flawed-- their conversation is ripe with sad stories. Their driving force is envy, which shows up in the fixation of dissatisfaction, a perception that \"the grass is always greener somewhere else.\" Developmental skills include focusing more on strengths and resources and less on  the \"tragedy\" of life, learning to develop the possibilities of their current jobs, shifting their moods through physical exercise or creative outlets, reframing self- criticism in more positive ways, and championing a program or process they believe in. Their key development need is equanimity, the ability to live in the moment.

Slide 82: FOUR’s management Leadership: Charismatic leadership  Strategy: Innovation-oriented  Decision Making: Feelings-centered  Managing Change: Revolutionary change  Delegating: The mundane delegator  Communication: The aesthetic communicator  Negotiation: The elegant negotiator  Power: Aesthetic power 

Slide 83: Famous FOURS Ingmar Bergman, Alan Watts, Sarah McLachlan,  Alanis Morrisette, Paul Simon, Jeremy Irons, Patrick Stewart, Joseph Fiennes, Martha Graham, Bob Dylan, Miles Davis, Johnny Depp, Anne Rice, Rudolph Nureyev, J.D. Salinger, Anaîs Nin, Marcel Proust, Maria Callas, Tennessee Williams, Edgar Allan Poe, Annie Lennox, Prince, Michael Jackson, Virginia Woolf, Judy Garland, \"Blanche DuBois\" (Streetcar Named Desire), Thomas Merton

Slide 84: 5. The Observer/Thinker/Investigator Motivated by the need to know everything and understand the universe, to be self-sufficient and left alone, and to avoid not having the answer or looking foolish. MBTI: INTP,ISTP,INTJ,ISTJ FIVES at their BEST FIVES at their WORST  Analytical  Intellectually arrogant  Persevering  Stingy  Sensitive  Stubborn  Wise  Distant  Objective  Critical of others  Perceptive  Unassertive  Self-contained  Negative  Dedicated  Withdrawn  Creative thinking  Distrustful  Out of touch

Slide 85: FIVE's fear - desire - wings Fear: being useless,  helpless, incapable Desire: to be capable and  competent FOUR-wing: the Iconoclast  SIX-wing: the Problem  Solver

Slide 86: FIVE’s passion & fixation: avarice & stinginess Avarice: feel the lacking the means for safe survival.  Not usually material but information Stinginess: The greatest necessities are time, energy  & personal space. If demanded, they respond calmly to go away

Slide 87: FIVE’s stress: toward SEVEN Scan for possible escapes 

Slide 88: FIVE’s security: toward EIGHT Take charge, be definite and forthcoming  Access anger  Physical enjoyment through touch 

Slide 89: FIVE subtypes Self-preservation: my home is my castle. Create a  warm, secure place where they have everything Social: collect totem figures or totemic information  Sexual: exchange confidences enables them to feel  safe. Confidentiality in physical expression

Slide 90: FIVE’s relationships Crave emotional connection  Back off from invasive or demanding  Attracted towards a person who allows them their  own space Need for privacy  Dislike being at the center of attention 

Slide 91: FIVE’s virtue & idea: non-attachment & omniscience Non-attachment allows feelings, experiences and  things to come and go, knowing that the universe is abundant. Allowing energy to flow more freely and sharing it makes self-renewing Omniscience is the mind in which all knowing is  available without thinking for accumulating knowledge. Discover they have access to wisdoms, safety is found in an inner experience of already knowing all they need

Slide 92: FIVE learning

Slide 93: FIVE growth tips Take up a physical practice which helps ground in one’s body  Join a group which encourages self-disclosure  Let one’s self feel physical sensations and emotions as they happen  Notice how one’s mind detaches from feelings and sorts things into compartments,  and how secrecy and superiority create separation Cultivate here-and-now behavior, particularly allowing one’s self luxuries  Notice when one is controlling space/time/energy and manipulating others  through restricting what and when one will give: start to allow the control to drop Stay connected with physicality  Meditate, jogging, yoga, dancing  Learn from peers  Avoid distractions from non-supportive projects  Accept and work through conflicts 

Slide 94: FIVE in business The perceptive, provocative type  Curious, innovative, secretive, and eccentric  Tireless learners and experimenters, especially in specialized  or technical matters Like to understand in detail, spend time on research, and  follow their curiosity wherever it leads Highly analytical and preoccupied with discovery, not paying  attention to project time constraints and relationships Deteriorate into arrogance and non-communication,  intellectual bickering and oneupsmanship At their best, Fives are visionary pioneers, bringing strikingly  new ideas and profound depth to their work.

Slide 95: FIVE’s leadership: the Synthesizer Because of their ability to take in the whole picture and integrate its components  in creative ways, well-developed Synthesizers can be consummate strategists and visionaries. Often very bright, they are extremely capable of influencing others through their knowledge. Sometimes they sound like they're giving a dissertation. Although Fives can be  profound and passionate leaders, they tend to disdain the role of emotions in human interaction. They are the most independent of the nine styles and prefer to be surrounded by other highly capable people who need no direction or external reinforcement. Their driving force is hoarding, which shows up particularly in their fixation on detachment from emotions, a \"stinginess\" of feelings. Developmental skills include debating less and probing/ listening more with the  goal of mutually satisfying solutions, taking their role as coach more seriously-- including giving attention to group process (meetings, teamwork, etc.), and affirming others' positive efforts. Their key development need is nonattachment, engaging with others without fear of being overwhelmed.

Slide 96: FIVE’s management Leadership: Strategic leaders  Strategy: Expertise-oriented  Decision Making: Rational decision-making  Managing Change: Aggressive change manager  Delegating: The remote delegator  Communication: The impersonal communicator  Negotiation: The unemotional negotiator  Power: Expert power 

Slide 97: Famous FIVES Albert Einstein, Stephen Hawking, Bill Gates,  Georgia O'Keefe, Stanley Kubrick, John Lennon, Lily Tomlin, Gary Larson, Laurie Anderson, Merce Cunningham, Meredith Monk, James Joyce, Bjšrk, Susan Sontag, Emily Dickenson, Agatha Christie, Ursula K. LeGuin, Jane Goodall, Glenn Gould, John Cage, Bobby Fischer, Tim Burton, David Lynch, Stephen King, Clive Barker, Trent Reznor, Friedrich Nietzsche, Vincent Van Gogh, Kurt Cobain, Jodie Foster, and \"Fox Mulder\" (X Files)

Slide 98: 6. The Devil’s Advocate/Questioner/Loyalist/Networker/Defender/Troubleshooter Motivated by the need for security, to feel taken care of, or to control your fears. MBTI: ISFJ,ESFJ,INFP,ENFP SIXES at their BEST SIXES at their WORST Loyal Hyper-vigilant   Likable Controlling   Caring Unpredictable   Warm Judgmental   Compassionate Paranoid   Witty Defensive   Practical Rigid   Helpful Self-defeating   Responsible Testy   Productive Ineffective   Imaginative Inflexible   Protective 

Slide 99: SIX's fear - desire - wings Fear: being without support  and guidance Desire: to have security and  support FIVE-wing: the Defender  SEVEN-wing: the Buddy 

Slide 100: SIX’s passion & fixation: fear/doubt & cowardice Doubt masks fear. 2 types of SIXES: fight (counter-  phobic) or flight (phobic) Coward in imagination: anticipate negative outcome  and procrastinate

Slide 101: SIX’s stress: toward THREE Stop procrastinating, apply imagination to getting  the job done Working to illness reinforces distance from emotion 

Slide 102: SIX’s security: toward NINE Soft, warm and loving  Non-initiation reinforces tendency to inaction 

Slide 103: SIX subtypes Self-preservation: disarm potential hostility; be  warm, giving, affectionate and personally loyal Social: duty is important, ally with and actively  support socially worthy group; focus on under- privileged Sexual: affect others so as not to be affected,  through strength and/or attractiveness and love of beauty

Slide 104: SIX’s relationships Look for whom to unite  Ask question without saying much about themselves  Express love and friendship through actions 

Slide 105: SIX’s virtue & idea: courage & faith Courage: trusting body’s and heart’s intuition enough  to act. In midst of calamitous danger the simply know what to do and have done it. Allow immediate life to affect them respond appropriately Faith: practicing trust, focus on positive experience  without questioning its hidden deaths

Slide 106: SIX learning

Slide 107: SIX growth tips Take up a physical practice to help bring awareness into body and out of head; notice  being braced to face the worse, and relax Ask one’s self from time to time ‘Am I imagining this? Is it a genuine intuition or a  projection?’ Ask friends for feedback and a reality check Take time to remember and enjoy past successes and skills, and congratulate one’s self  on present ones Notice how doubt shuts out relationships (‘Can I trust them?’) and practice trusting and  having faith Use imagination: to create pleasant options, also to project threatening scenarios to the  improbable limit so one can defuse and laugh at them Counter-phobic Sixes: before going into action, ask one’s self if it is appropriate, and  whether one has anything to prove Work creatively to be more present to anxiety  Avoid pessimism  Identify what makes the anxiety  Work to become more trusting 

Slide 108: SIX in business The engaging, loyal type  Likable, responsible, anxious, and suspicious  Are diligent and reliable workers  Build alliances and partnerships that help orient their co-workers and get  things done Are able to assess the motivations and relative merits of others and scan  the business environment for potential problems Dislike taking risks and want consensus and predictability  Indecisive and have difficulty taking responsibility or action without  group authority and can deteriorate into evasiveness and blaming others At their best, Sixes are self-reliant, independent, and courageous, often  calling a group back to its root values.

Slide 109: SIX’s leadership: the Partner Partners at their best are highly team-oriented leaders and excellent managers  who bring out the best in everyone. These are energetic executives who attend to interdependent organizational needs, which shows up in their language as thoughts about the group. Their driving force is fear, which is manifested in less well-developed Sixes as a  fixation on accusation of others (particularly those in authority). Sixes also look for hidden agendas, and experience self-doubt. They may procrastinate and/or blurt out their feelings with a kind of reckless courage (driven by their anxieties), and then worry that they've shot themselves in the foot--and they may have. The good news is that they challenge others in ways that hold them accountable; the bad news is that they're always looking for the bad news! Developmental skills include getting a reality check on their fears, empowering  themselves vs. blaming others, focusing more on possibilities vs. worries, and centering their verbal presentations on a central theme and several key points. Their key development need is courage, consistent with a certain kind of \"morality\": recognizing their own contribution to situations instead of playing \"victim\".

Slide 110: SIX’s management Leadership: Conservative leadership  Strategy: Risk-averse strategy  Decision Making: Decision through analysis  Managing Change: Traditionalist  Delegating: The insecure delegator  Communication: The cautious communicators  Negotiation: The inflexible negotiator  Power: Legitimate Power 

Slide 111: Famous SIXES Robert F. Kennedy, Malcolm X, Princess Diana,  George H. W. Bush, Tom Hanks, Bruce Springsteen, Candice Bergen, Gilda Radner, Meg Ryan, Helen Hunt, Mel Gibson, Patrick Swayze, Julia Roberts, Phil Donahue, Jay Leno, John Goodman, Diane Keaton, Woody Allen, David Letterman, Andy Rooney, Jessica Lange, Tom Clancy, J. Edgar Hoover, Richard Nixon, and \"George Costanza\" (Seinfeld)

Slide 112: 7. The Enthusiast/Adventurer/Generalist/Visionary/Epicure/Materialist Motivated by the need to be happy and plan fun things, to contribute to the world, and to avoid pain and suffering. MBTI: ESTP,ESFP,ENTP,ENFP SEVENS at their BEST SEVENS at their WORST Fun-loving Narcissistic   Spontaneous Impulsive   Imaginative Unfocused   Productive Rebellious   Enthusiastic Undisciplined   Quick Possessive   Confident Manic   Charming Self-destructive   Curious Restless   Perceptive Self-centered   Generous Grabbing   Creative Mendacious   Caring Hypocritical   Ruthless 

Slide 113: SEVEN's fear - desire - wings Fear: being deprived and  in pain Desire: to have needs  fulfilled SIX-wing: the Entertainer  EIGHT-wing: the Realist 

Slide 114: SEVEN’s passion & fixation: gluttony & planning Gluttony: focus on myriad enjoyable possibilities.  Sample a little of all the best available Planning: more fun planning for everything than  doing, a way of being open to all possibilites

Slide 115: SEVEN’s stress: toward ONE Firm boundaries leads to them becoming irritable,  nit-picking, angry at anything, self-critical

Slide 116: SEVEN’s security: toward FIVE Satisfied to take a more background role 

Slide 117: SEVEN subtypes Self-preservation: gluttony expressed by forming a  family of like-minded people Social: go to the happiness of the group, short-term  sacrifice own enjoyment for the group Sexual: fascination to new people and their new  possibilities

Slide 118: SEVEN’s relationships Value friendships and family  Loyal, supporting, stimulating 

Slide 119: SEVEN’s virtue & idea: sobriety and holy work Sobriety: emotions are focused and single-pointed.  The complete experience is only available within themselves Holy work is the state which is called ‘the condition  of complete simplicity costing not less than everything’

Slide 120: SEVEN learning

Slide 121: SEVEN growth tips Take up a meditation practice; notice the boredom factor in personal growth (been  there, done that) and stay steady with it Realize that pleasure is only half the story: remind one’s self to may be missing  something, and include painful experiences Notice one’s mind racing and reaching for options: slow down and focus on the present  moment whether pleasant or painful; ask one’s self what one is avoiding Let go of some of the options: a deeper focus on fewer things may bring one more  valuable experiences Notice one’s self rationalizing a re-framing, particularly when criticized or pinned down  – ask one’s self: ‘What are the facts?’ Learn to include criticism and conflict  Observe impulses rather than giving in to them  Appreciate silence and solitude  Opportunities may come back again  Quality over quantity  Make sure what wanted is good for the long run 

Slide 122: SEVEN in business The accomplished, upbeat type  Spontaneous, versatile, impulsive, and scattered  Thrive on change, variety, excitement, and innovation  Articulate and humorous, they are able to get others to support their  ideas In touch with the latest trends and are constantly looking for new  possibilities and options Natural multi-taskers but can also get overextended and lack follow-  through Deteriorate into endless talk and distractions, scattering their energy and  talents and leaving many projects unfinished At their best, Sevens focus on worthwhile goals and become highly  productive and accomplished.

Slide 123: SEVEN’s leadership: the Futurist Charming and easy to talk to, highly evolved Futurists are the organization's  cheerleaders because of their natural optimism. They focus on long-term perspective and possibilities. Equality is important to them, so Sevens sometimes have to work around organizational constraints. Less developed leaders of this type can seem egotistical because they love to tell  anecdotes and may forget to invite others to talk. They're sometimes perceived as lacking analytical ability because of oversimplifying or skating over the surface. The Seven's driving force is gluttony, a seeking of pleasure in order to avoid pain; consequently they are over-focused (fixated) on enthusiasm (the \"bad\" news is that they only want to hear the good news) and uneasy activity. Developmental skills include contingency planning for problems, eliciting and  accepting feedback, using negative reframing to counter their optimism, and -- particularly -- disciplining themselves to follow through on their own development (it's hard work)! Their key development need is temperance: seeking moderation and letting go of materialism.

Slide 124: SEVEN’s management Leadership: Visionary leadership  Strategy: Possibility-oriented  Decision Making: Participatory  Managing Change: Facilitator  Delegating: the optimistic delegator  Communication: the Diplomatic Communicator  Negotiation: The charming negotiator  Power: Referent power 

Slide 125: Famous SEVENS John F. Kennedy, Benjamin Franklin, Leonard  Bernstein, Leonardo DiCaprio, Kate Winslet, Elizabeth Taylor, Wolfgang Amadeus Mozart, Steven Spielberg, Federico Fellini, Richard Feynman, Timothy Leary, Robin Williams, Jim Carey, Mike Myers, Cameron Diaz, Bette Midler, Chuck Berry, Elton John, Mick Jagger, Gianni Versace, Liza Minelli, Joan Collins, Malcolm Forbes, Noel Coward, Sarah Ferguson, Larry King, Joan Rivers, Regis Philbin, Howard Stern, John Belushi, and \"Auntie Mame\" (Mame)

Slide 126: 8. The Challenger/Asserter/Protector/Boss/Activator/Leader Motivated by the need to be self-reliant and strong, to make an impact on the world, and to avoid being weak. MBTI: ENTJ,ESTJ,ENTP,ESTP EIGHTS at their BEST EIGHTS at their WORST  Direct  Controlling  Authoritative  Rebellious  Loyal  Insensitive  Energetic  Domineering  Earthy  Self-centered  Protective  Skeptical  Self-confident  Aggressive  Deeply loving  Cynics  Empowering  Bullies  Law-breakers  Forcing, lying, violent

Slide 127: EIGHT's fear - desire - wings Fear: being harmed or  controlled Desire: to protect one’s self  SEVEN-wing: the Maverick  NINE-wing: the Bear 

Slide 128: EIGHT’s passion & fixation: lust & vengeance Lust for life: defuse energy and release strain of  constant control, one way of self-forgetting Vengeance: right the wrong 

Slide 129: EIGHT’s stress: toward FIVE Withdraw to think things through and regain balance 

Slide 130: EIGHT’s security: toward TWO More compliant, giving, easily affected  Protective and empowering instincts are magnified  Brings insecurities to retreat 

Slide 131: EIGHT subtypes Self-preservation: ensure they have what they need  to survive in a satisfactory way Social: networking, introduce friends to each other,  provide mutual support Sexual: look for whom they can trust enough to  surrender to and let go of control; vulnerable to betrayal

Slide 132: EIGHT’s relationships Independent and pleasure-loving  Loyal for life  Dogmatic 

Slide 133: EIGHT’s virtue & idea: innocence & truth Innocence: world is without hidden intent. Their grasp  for experiences is to recreate the essential experience of life force flowing through them fully and rightly Truth: totality of existence as it is 

Slide 134: EIGHT learning

Slide 135: EIGHT growth tips Take up a meditation practice, and stay with it when one’s impulse is to get up and go  Use anger to remind one to relax and breathe deeply several times a day  Check out one’s impact with one’s friends and colleagues: are you being too much?  In confrontations, make sure one listen to the other side, and use it as an opportunity to  recognize the validity of other points of view Start to question whether excessive behaviors (socializing and so on) are a way of  concealing and forgetting real priorities Write down and review insights about one’s self daily as a way of opposing self-  forgetfulness and denial Act with self-restraint  Allow others to have their own way  Remember the world is not against one’s self  Be aware that one is dependent despite always wanting to be independent  Don’t overvalue power 

Slide 136: EIGHT in business The powerful, decisive type  Self-confident, commanding, willful, and confrontational  Have a clear vision of what they want to accomplish and the willpower to  make it happen Make difficult decisions and see serious problems simply as challenges to  be met, obstacles to be overcome Want to be in control and find it difficult to delegate tasks or share  leadership Champion people, protecting and empowering them, but also can  deteriorate into intimidation to get their way, making unnecessary enemies both within and outside the organization At their best, they are magnanimous and generous, using their strength to  improve others' lives.

Slide 137: EIGHT’s leadership: the Advocate Advocate leaders who have paid attention to their own development are able to  shoulder huge responsibility without having to control everything. Right beneath