Development Plan for an Enneagram Nine

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

Executive Development Plan
for Karl Ingram -- Style Nine

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

I. ENNEAGRAM LEADERSHIP STYLE

The Nine is sometimes called the "self-forgetting" type; they learn as children to be "good" in order to satisfy their parents and thus receive love. As adults, Nines intuit how others want them to respond; they become especially concerned that "rocking the boat" will create discomfort for them and others; they feel more comfortable going along with others than opposing them. Out of this choice a gift emerges: As leaders, well-developed Nines are highly capable of dealing with problems and building consensus, and they bring cooperation to the organization.

Unexamined Nines, however, may not be aware of the degree to which they merge with others' agendas. Their ability to see all sides of an issue can interfere with decision-making. And they're typically uncomfortable with conflict because they're out of touch with their own feelings and wishes. They don't "see" themselves very readily. Each Enneagram style also has a back-up style (or "wing") which lies adjacent on the Enneagram circle. Your back-up style appears to be the Eight, which is an interesting combination. As described by Riso (Personality Types, pp. 269-270):

The traits of the Nine and those of an Eight-wing conflict with each other: In a healthy person of this subtype, the Eight-wing adds an element of inner strength and will power, as well as an expansive, passionate quality to the overall style of the personality. Despite their unselfconsciousness, healthy people of this subtype are able to assert themselves effectively; despite their graciousness and concern for others, they can be quite strong and forceful; despite their ability to subordinate themselves to others and to common goals, they can be courageously independent; despite an easygoing manner, they can have formidable tempers, although these are rarely resorted to.

It's vital that you solicit and learn from others' feedback: Nines are often stunningly unaware of themselves and the impact of their behavior. Furthermore, because change requires "rocking the boat" in a personal sense, it would be all too easy for you to slip back into "self-forgetting." At your best you can look forward to being able to passionately advocate a position while retaining the gifts of negotiation and consensus. Another client with the same profile as yours described his ideal:

...a very effective leader, authoritative but not autocratic, a leadership style that commands but not by demanding that people follow... saying no in a way that others recognize as legitimate... solving problems through consensus without being defensive or apologetic or hostile, speaking authoritatively and confidently.

II. MYERS-BRIGGS TYPE INDICATOR PROFILE

Your Myers-Briggs profile is INFJ. According to Marie-Louise von Franz ("The Inferior Function," from Lectures on Jung's Typology, with James Hillman), the introverted intuitive type has a capacity for "smelling out the future" but that intuition is turned within and therefore the person is a kind of seer, "the shaman who knows what the gods... are planning, and who conveys their messages to the tribe... the people generally (do) not enjoy hearing these messages" (p. 41). This is a somewhat poetic way of describing your strategic insight as well as reactions of "the tribe" in your organization.

Isabel Briggs Myers (Introduction to Type, pp. 21 and 25) builds on this same theme: "Their inner independence is often not conspicuous because INFJs value harmony and fellowship; they work to persuade others to approve of and cooperate with their purposes. They can be great leaders when... attracting followers by their enthusiasm and faith." The latter part of this quote describes your potential, which is not yet fully realized as you will see by the feedback to follow.

The introverted intuitive is depicted by von Franz as someone who suffers "from a tremendous vagueness where facts are concerned" (p. 41). Because the same characteristic is often found in the Enneagram Nine, the overlay of conceptual style and personality style can exaggerate this potential deficit. She describes a process similar to the distractibility often noted in Enneagram Nines, illustrating with the story of a woman who wanted to learn more about early Greek philosophy:

...she... could not study Greek philosophy without knowing about the Greeks, and she could not know about the Greeks before knowing quite concretely about their country. So she had started to draw a map of Greece, and she showed me the map. It had taken a lot of time... she had first to buy paper and pencils and ink... she could not yet go on with philosophy; she had first to finish the map... and we never got down to Greek philosophy (p. 42).

III. STRENGTHS

The people providing input to your development plan, Karl, have described you as extremely intelligent and analytical, yet you can come down to earth. You have tremendous experience and a more varied background than most; coupled with your connections in the industry, these qualities make you a valuable asset to the company. You're seen as a global and long-term thinker with clear vision. You believe "the outside will shape the inside" and your reputation is one of someone who'd like to "drag the organization into the future." At the same time you can "connect the dots." You know the theories and how to get it done. You "play well" with customers in that you come across as logical and credible, someone who engenders confidence.

As a manager you've created a team that's "a cut above other organizations." You recognize strengths and hired the very best people, who don't take themselves too seriously and can tolerate ambiguity. Your team members are respectful, describing you as "a very human kind of person," not someone who'd watch over their shoulders and "not a blaming individual... if mistakes occur you move on." You challenge people to stretch in their jobs, and you empower them to do so. You're also very good at helping people focus on their careers: you've given good feedback, you include your people in meetings, and you're seen as "the person who's been there for us." When confronted, you have "a soft quality of really listening, really wanting to learn."

Finally, your personal attributes are highly regarded. You're known to be an honest, good, and spiritual person with high values, who sincerely wants to make a difference in the world. You work long hours, are extremely committed to the organization, and it's clear you love your family.

IV. DEVELOPMENT OPPORTUNITIES

Managing Change

It seems your vision has been aligned with that of senior management but somehow not always with peers. Because your way of looking at things is more global and future-oriented than most, your peers buy into the concept at a high level, and only realize fully what needs to happen at the point of implementation. You don't do as effective an impact analysis as you could, especially the impact on the customer, and you don't sufficiently help people move from the esoteric to the practical. Finally, when you run into a poor response to plans you thought were fully supported, you move into a "convincing" mode, which can sometimes degenerate into a "temper tantrum," instead of playing your usual "ambassador" role.

You seem to withdraw from others or at least go off on your own course, so your efforts are somewhat of an enigma to your peers ("He's very private and I don't have a reference point for him personally," "For most people, he's a little hard to get to know"). Instead of initiating constructive confrontation and collaboration, you're more often "stubborn." Even beyond this, people have lost patience with your anger, which can be threatening. This has cost you peer relationships: they sometimes wonder if it's a game you play because you become angry out of the blue and in marked contrast to your usual laid-back, collaborative style.

Managing Upward

While members of the senior executive team say you're a valuable asset, they describe you as having a "glass half-empty" response to their requests and demands. This has shown up primarily in saying you "can't" do something or "don't have time." On your behalf, one said, "Karl is mature in knowing what he can't do, but sometimes I think he's just tired" (others described you as "internalizing stresses," either "disengaging" or "becoming remote"). In this state you seem overwhelmed and unable to break things down into manageable pieces, as opposed to offering and/or generating alternatives and/or refocusing priorities. They're definitely not asking you to tell them what you think they want to hear. They do ask that you communicate how key objectives can be met.

Coaching Others

There are two developmental issues for you as a manager:

First, a lack of clarity about roles on your team ("ambiguity is our middle name"). Your team presume you're trying to do so many things you don't have time to set parameters ("All of us, as we evolve, want to feel we contribute to the strategy, and that gets fuzzy"). Furthermore, as with your reputation for staying global with your peers, your team reported that you seem impatient with their requests for detail. They assume you've not thought the details through. It's quite typical of Nine leaders to assume things are clear to others when they're not, and to become impatient when others press for details. Often, this impatience is a kind of defense against acknowledging the details are somewhat unclear or even unknown. Nines know pretty clearly what they don't want (especially after the fact), but not so clearly exactly what they do want.

Second, you have the challenge to mentor and coach your people. This recommendation is based on observations that

you're often the only one who could give an answer and

you're "slow to pull the trigger" when someone isn't working out.

Nines often fail to delegate in key areas of visibility. Not wanting to be discounted, wanting to be "good," they do far too much of the work themselves. Also, while you're generous and caring in a general way, it's developmental for you to engage actively and to initiate change. This requires devoted energy, effort, and being fully present, particularly in coaching subordinates. Even if it means being tough where warranted ("tough love").

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Note to the Reader: Before you continue, review the feedback above and think about how you would suggest that Karl develop himself. Then compare your ideas to the action steps in his development plan.

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