Development Plan for an Enneagram Four

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

Executive Development Plan
for Terry Crane -- Style Four

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

I. CONCEPTUAL STYLE

Found in only one percent of the population, INTPs (Introverted Thinking with Intuition) on the Myers-Briggs Type Indicator (MBTI) are extremely precise in their thoughts and their language. They are referred to as "architects" of ideas and systems. Somewhat quiet and reserved (due to their introversion), they can become absorbed with ideas to the exclusion of external circumstances. As "thinking" types, they are logical, analytical, rational, curious, theoretical, abstract, principled, and objectively critical executives. They tend not to give much credence to authority based on position -- they prefer relationships based on expertise. Particularly if they are very bright, they can be intellectual snobs, becoming impatient with others who seem less principled and/or who are not as intelligent. This attitude may generate hostility and defensiveness in others, who often describe INTPs as "arrogant". As managers they prefer to have other independent types working for them, since they interact more at an intellectual than an emotional level. They tend to reward employees who are self-determined and independent. Excellent at identifying problems, INTPs find it more difficult to express appreciation. Because they rely on logic, their own feelings may well up and be expressed in inappropriate ways. (See Myers, Introduction to Type; Hirsh & Kummerow, Introduction to Type in Organizations; and Keirsey & Bates, Please Understand Me.)

II. PERSONALITY STYLE

Fours on the Enneagram are creative and individualistic leaders who often seem themselves as unique in a mundane organizational setting -- the shadow side of this characteristic, however, is a constant, low-level self-questioning ("Is there something wrong with me? Why don't I fit in?"). Fours try to understand themselves by focusing on their feelings -- when their ability to get in touch with their true feelings is underdeveloped they can become withdrawn and negative. The same talent that allows them to see things "outside the box" (and thus to be innovative organizationally) leads them to wonder why they never see things the way others do, and subsequently to question their own reality. Thus, instead of tenaciously championing their ideas, they often lose steam when they meet with the typical sources of organizational resistance. Because of their ability to see "how things could be," Fours may fall victim to "the grass is always greener" phenomenon; this shows up in fantasizing about others jobs and/or other companies, instead of dealing with current issues. They are also prone to envy, fueled by the belief that others somehow enjoy satisfactions they are denied. At the same time, they tend to keep life (and intimacy) at arm's length, because being happy might threaten their intense emotional world. Worse, they might have to settle for an "ordinary" life! (See Condon, The Enneagram Movie & Video Guide; Keyes, Emotions and the Enneagram; Palmer, The Enneagram in Love & Work; and Riso/Hudson, Personality Types.)

III. KEY STRENGTHS

Sources of input to your development plan, Terry, see you as very, very bright -- with a logical yet creative thinking style. You are comfortable doing things differently (vs. "off-the-shelf" approaches). Described as a good problem-solver -- who is also very thorough at strategizing, planning, prioritizing, decision making, and implementing -- you seem to prefer the big picture to the "nitty-gritty", yet you get things done. Though you are direct, honest, and will say what is on your mind, you are generally "non-adversarial" in your approach to solving problems, and you are "great" with customers. Taken together with you notably high standards, these characteristics put you "in front of the pack" (see exceptions noted below).

You are naturally eloquent and give outstanding presentations. You were described as being well prepared, self-assured, multifaceted, and articulate -- you speak "with knowledge and authority." In addition, your style is convincing -- you speak seriously but with influence. In a group setting you are skilled at drawing people out when they are not participating.

Personally, you show "serious fiber" -- honesty, integrity, and quality -- and with a dry sense of humor. You also appear to be driven to succeed, "always wanting to be on point," "always the mouthpiece." You act as a beacon for others through your passion for excellence, and you get "exciting" results. Enhanced by your technical knowledge and hands-on experience, these qualities make you a real asset to your company.

IV. DEVELOPMENT OPPORTUNITIES

Others have complimented you on your response to recent feedback, noting that there are fewer disagreements, fewer mood swings, and "no explosions". The comments below describe your behavior prior to these changes and are meant to serve as a reminder rather than a reflection of your current state.

Management

Those outside your functional area note that people who work for you have the authority to do their jobs. Your direct reports have confirmed this, and even suggest that this has been true to a fault (for example, in the past you have at times forgotten to call in or to update them when you have been away from the office). They have described you as acting "close to the cuff," which is further reflected in the observation that people at lower organizational levels don't really know you. They requested that you share more information and knowledge about upper-management decisions, and that you involve people more in decisions affecting them. In addition, they want you to be more open to their opinions -- in the past you have not always probed for their viewpoint or gotten enough data before you jumped to decisions and actions.

Interpersonal Style

It appears that the combination of your eloquent, articulate style, along with your ability to be blunt, can make you seem somewhat arrogant, or even rude. This ranges from, "There is sometimes a contrived quality," to "People don't always understand what he is saying but are embarrassed to ask questions," to "Perhaps he is unaware that he's talking down to people," to "He seems to think he's better in some way," to "If he doesn't respect what you say he can blow your doors off real quick and not really mean it." That you are direct and not manipulative is to your credit, Terry, but you could be more user-friendly. You need to learn when not to be blunt (in the past, some of your internal contacts have avoided answering your calls). To be fair, it is clear that you have been under great pressure to get results and that you've succeeded in spite of not always getting the support you needed. Nonetheless, you have been described as having "an intolerance for imperfection" and occasionally "coming unglued."

Personal Style

A number of comments, Terry, are consistent with your Enneagram Four personality style. You were described by one individual as "always an outsider" because you come from a different functional area of expertise. It appears, though, that you contribute to this distance: "He keeps people somewhere outside -- though some are closer than others." You convey the impression you'd rather be somewhere else: "He has a good job with a good future, but I don't think he's satisfied." Furthermore, you tend to focus on how things could be to the exclusion of appreciating how things are. "One definition of stress," commented an observer, "is the gap between expectations and reality, and Terry has high expectations." (This has a plus side, of course, as indicated by another person who said, "He's relentless, idealistic, and enthusiastic about what he believes in -- he wants to do what's right.") Finally, your "moodiness" has been seen as a problem: "What may be a big problem to him may seem minor to others." "He has these personality swings and I wonder if it's something I've done."

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

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