Development Plan for an Enneagram One

Out of the Box Coaching and
BREAKTHROUGHS WITH THE ENNEAGRAM, Mary R. Bast, Ph.D.

Executive Development Plan
for Gayle Smith - Style One

Note to the Reader: What follows is a development plan created for a Style One executive. While Gayle is unique in many ways, her story illustrates how some One dynamics play out in the workplace. As you read through this plan, begin to formulate what you would suggest as developmental actions for Gayle (and for Ones in general). Then compare your ideas against her actual development work.)

I. ENNEAGRAM LEADERSHIP STYLE

Sometimes called Perfectionists or Reformers, Ones often feel the obligation to make things better, because things are not as they ought to be. They perceive themselves to be "right," which makes them seem self-confident. Their ideal of perfection is, of course, unobtainable. This "Catch-22" is keenly felt, though not always consciously. Ones carry an internal critical voice which is often projected outward. They tend to control their emotions, particularly anger, and anger typically will break out when it seems "justified," as either outraged criticism or cold sarcasm, often very much on target. Typically, Ones recall a parent who forced them to toe the line, though they tried to remain blameless, leading to internalized anger over the burden of perfection. They tend to compare themselves to others (to the others' detriment) and to mistrust authority, but they don't usually oppose authority openly. (Drawn from Riso/Hudson's Personality Types, Condon's "Easy in Your Harness" tapes series, and Palmer's The Enneagram.)

II. MYERS-BRIGGS TYPE INDICATOR (MBTI)

Found in about 1% of the general population, INTJ's (Introverted Intuition with Thinking) trust their own insights regardless of others' beliefs. Such faith in their inner vision can move mountains, but they are very independent, sometimes to the point of being stubborn. They prefer work environments with decisive, effective, productive, and intellectually challenging people focused on implementing clearly specified, long-range goals. INTJ's may neglect the feeling dimension to the point of ignoring what is important to others, which can invoke bitter opposition. Because they ignore their own feelings as well, these may build up pressure and become expressed in inappropriate ways. They place a high value on competence, their own and others', and will drive subordinates as well as themselves. Fellow workers often feel as if they are found wanting; INTJ's seem demanding and difficult to satisfy. Typically tough-minded with people, they need to focus more on the impact of their ideas on others and how to show appreciation. (Excerpted from Introduction to Type, by Isabel Briggs Myers and Please Understand Me, by David Keirsey & Marilyn Bates.)

III. KEY STRENGTHS AND DEVELOPMENT OPPORTUNITIES

Gayle, you've received substantial feedback in the last few months, so you're aware that your boss and others would like to see significant development on your part. The intent here is to clarify ways you're respected, how some criticism of you plays out, and ideas for changing your behavior and self-concept.

Technical Ability/Customer Service

You're seen by sources of input to your development plan as outstanding in your technical ability. One person said, "When Gayle does a project, it's perfect." You're a good negotiator who can "smooth things out." You've tended, however, to isolate yourself from your constituency: you've not taken full advantage of going out and learning directly from line managers, and you also need to develop better rapport with key internal resources.

Ted Salvatore, who's pretty blunt, described your nonverbal message as, "This will never work and you're a dumb SOB for suggesting it!" In more recent months he's seen you becoming more helpful, flexible, and positive. It will be to your benefit to continue building this relationship. Your teamwork with Bill Harrison and Salvatore is a positive factor at this point, but Harrison's facilitation is still seen as necessary in working with Salvatore's group -- ideally, you'll develop that capacity yourself.

Janet Doolittle is also a key player and yet you've not taken the initiative to go to her office to build a better relationship. Perhaps it's your introversion that makes you prefer she make the first move; or perhaps it's your perfectionism to see her as the one with the problem when she doesn't use your services.

At any rate, you're a skillful enough negotiator to develop these relationships -- using the "common-sense" principles you and I have discussed in order to build common ground.

Problem-Solving/Conceptual Style

You described one of your strengths as your organization/analytical skills in dealing with problems. As you said, you can generally scope out a problem and find solutions and, in most cases, mutual solutions. You also see yourself as creative in general, but especially in solving problems. This self-concept is borne out by others' opinions. They see you as very intelligent and someone who can be innovative and forward-thinking, yet also a good tactician -- able to analyze situations and devise solutions that are usually correct.

Even where you acknowledge the valid opinions of others, however, you convey the importance to you of being "right." You acknowledged the paradox that your "biggest strength" is your ability to convince others while negotiating, yet your "biggest weakness" is your lack of ability to convince yourself and others that you have strengths. This is the plight of the perfectionist: whether you're "right" is such a core issue, you turn people off by insisting they acknowledge your "correctness."

Management/Leadership

One person mentioned, "There wouldn't be conflict in her department if Gayle had stronger people working for her -- Gene Archer lets her run all over him." This can be interpreted in two ways: (1) When people stand up to you, you back off, and (2) you get frustrated primarily with people who don't live up to your standards. You're described as a manager who "occasionally" praises and who gives good suggestions and constructive criticism. One person said, "I never worked for anybody I liked better," and another, "She's always helpful to me." These, of course, are your high performers.

But you're also described as "hands-on," and as someone who "has to show who's boss." In particular, you're seen by everyone as embarrassing, undermining, and scapegoating Gene. Your interactions with him in front of peers affect his credibility (and yours). This sometimes occurs through sarcasm or attempted jokes -- and he certainly plays a role by failing to assert himself with you -- but you must find a way to manage him with more humanity and respect, or get him transferred if there's no way you can trust him in his role or anticipate his meeting your standards.

Communication

You've told me your inspection of mail in the mail room and in peoples' offices stems from your time sensitivity and sense of responsibility for mail addressed to you on issues delegated to subordinates. This intention has had a negative interpretation by others as "controlling" and "snooping in our offices." Clearly, you need to find a more direct and mutually-agreed upon method to stay up-to-date and be timely.

Interpersonal Skills

While you sometimes turn your back on conflict, you're also seen as over-reactive to stress, sometimes surprisingly, "blowing up" if something doesn't go just right. This is one of the most identifiable syndromes for a One. It stems from a life-long struggle to constrain the anger constantly generated by having to be "perfect" or "correct;" and this gets projected outward as the internal pressure becomes unbearable.

A case in point was the recent situation where you felt irritated because you were left out of the loop with Harrison and Becker, and then called in to help fix a problem you "had no part in creating." Instead of being open and direct with your reaction, your negative feelings were threaded indirectly through your choice of words. In cases like this, others are quite clear you're being critical, while you may remain somewhat innocent of the effects of your comments. This complex of behaviors in you has been variously described as "negativism like a cloud," "a chip on the shoulder," "bitching," "bulliness," "irritability," and "insecurity." It also comes across as "sarcastic" or "condescending." For example, you once belittled Mary Sawyer for her absence with a migraine headache, in front of her boss.

On the other hand, you've been described as being very sensitive to criticism of you. I'd warrant that this is because your ever-present internal judge is already self-critical, although possibly unconscious: this "bleeds" out in your lack of tolerance for others, especially when they appear to be breaking "rules" or lowering standards that are implicit requirements for you.

There is great urgency for change in this area, Gayle. While you have great potential and are seen as "one of the most valuable players" with "irreplaceable expertise," your interpersonal style could put your career at risk.

IV. DESIRED OUTCOMES

The people interviewed know you're making a serious effort to change, catching yourself more and more, modifying how you frame criticism. But further change is still necessary to consolidate the gains you've made. When asked how they picture you behaving ideally, they painted the following portrait:

You have a generous, caring, sensitive side that they want to see more of -- more compassion (even when you're legitimately critical); treating people with dignity and respect; being more objective, tolerant, fair. They want to hear shared accountability for problems (instead of blaming), more interdependence with others and respect for what others bring (even if they are not perfect), and more commitment to helping make your boss's group a team.

* * * * * *

Note to the Reader: Before you continue, review the feedback above and think about what steps Gayle could take for her development. Then compare your ideas to the action steps in her development plan.

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