Slide1: The Enneagram Nine Energies - Nine Ways of Influencing and Motivating Declan Coyle andec communications Version 1.1


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Slide5: Follow the Arrow To Stress and Fatigue! Against the Arrow To High Performance!


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Slide7: 2. The Helper 3. The Achiever, The Performer 4. The Creative Artist The Romantic 5. The Observer The Intellectual 6. The Loyal Sceptic 7. The Optimist, The Visionary 1. The Perfectionist 8. The Challenger, The Leader 9. The Peacemaker


Slide8: Communication? One Shoe Fit All?


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Slide10: Quick Communication Summary Of The Nine Energies: Motivation/Stress


Slide11: The Perfectionists


Slide12: The Perfectionists


Slide13: The Helpers


Slide14: The Helpers


Slide15: The Achievers


Slide16: The Achievers


Slide17: Creative Artists


Slide18: Creative Artists


Slide19: The Observers/Intellectuals


Slide20: The Observers/Intellectuals


Slide21: The Loyal Skeptics/Supporters


Slide22: The Loyal Skeptics/Supporters


Slide23: The Optimists/Visionaries


Slide24: The Optimists/Visionaries


Slide25: The Challengers/Leaders


Slide26: The Challengers/Leaders


Slide27: The Peacemaker


Slide28: The Peacemaker


Slide29: Ones The Perfectionists


Slide30: Twos The Helpers


Slide31: Threes The Achievers


Slide32: Fours Creative Artists


Slide33: Fives The Observers/Intellectuals


Slide34: Sixes The Loyal Skeptics/Supporters


Slide35: Sevens The Optimists/Visionaries


Slide36: Eights The Challengers/Leaders


Slide37: Nines The Peacemakers


The One Motivation: The One Motivation Do: Co-create Positive Vision, Positive Standards of Excellence, plus Practical Sense of what Works Be Honest and Fair … Integrity Counts Massively Create and Maintain Communications Structure and Clear Channels of Authority Give Accountability, Guidelines, and an Orderly Work Environment Let them know Mistakes are Part of the Process. They are Learning Experiences Encourage them to take Risks if Appropriate Encourage them to try out New Different Approaches and Options Structure in Positive Feedback and Appreciation. (Or resentment can blow sideways into trivial office issues.) Help them to Limit Their Responsibilities. (They won’t be blamed for other people’s responsibilities.)


The One Motivation: The One Motivation Don’t: Let them get bogged down in rows with people who don’t meet their standards. Criticise them … They are already hard enough on themselves. Separate the problem from the person. Together tackle the problem with Next Time thinking Let them focus just solely on what went wrong


The Two – The Helper/ Giver: The Two – The Helper/ Giver Supports and pleases others - can manage other’s lives - needs to be needed Often neglects own needs Sense of having many different selves to meet needs of others - 'which one is me?!' Helps the 'needy' and the 'powerful' ... the power behind the throne At best giving is altruistic and generous - can be geared to getting something in return Wanting freedom - can feel confined because constantly supporting others


The Two Motivation: The Two Motivation Do: Give personal attention and warmth which maximises contribution. Personal rapport = Productivity Structure in lots of personal interaction as Two work very well with a significant partner or on a team Establish clear roles and responsibilities Don’t: Let them feel threatened by conflict. Conflict and creativity can soul mates. Look for lots of 'what if' solutions Expect them to go out on a limb. They are very sensitive about appearing foolish or risk taking. Give them time to learn new things. They learn best from a good role model


The Three Motivation: The Three Motivation Do: Lift their enthusiasm with a clear road to success. Define clearly what success means to you and to the region/company. Threes will then align themselves with your purpose and your goals Support them in being able to move quickly into action. Structure in planning and review along the way. Threes are impatient with delay and want to get started quickly. Encourage them to start with the 20%/4% Provide a system for rewards and recognition. Many Threes like this recognition in a highly visible way Be a good role model. Threes thrive on good role models. They love the Three Cs. Confident, Competent, and Clear leadership Help them to harness their competitive spirit for the overall success of the region/company. Forging ahead alone can alienate co-workers


Slide43: Don’t: Forget to provide personal support when Threes encounter problems, failures or make mistakes. Many Threes, depending on their growth curve, look to their accomplishments and achievements for their self-worth. Let them know they are highly valued even when things are not going as expected. Personal support at a critical time will help the Three to reframe and bounce back Let them get bogged down in the 80%. They can do a lot of the 80% efficiently, effectively and well. There’s a buzz down in the woods. Get them up in the helicopter, working 'on' the company rather then 'in' the company. Build the team. Empower the team. Nourish the team. The patience will pay off The Three Motivation


The Four Motivation: The Four Motivation Do: Help the Fours to find meaning and authenticity in their work Encourage them to finds ways to accomplish their tasks that draw on creativity and insight Value their unique contribution and style while always bringing attention to PRACTICAL RESULTS Appreciate them for the aesthetic flavour they bring to reports and presentations Like the Twos, give Fours SPECIAL ATTENTION. Having a personal connection is very important for them to maintain involvement Allow them to use an experiential approach to their work that involves interaction with others


The Four Motivation: The Four Motivation Don’t: Treat the Four like just one more ordinary manager. Make them special. Patience and understanding can swing the mood back up again Dismiss their emotional involvement. Fours combine emotional intuition with intellectual analysis. Encourage their participation and feedback drawing on both of these capacities


The Five Motivation: The Five Motivation Do: Value them for their intellectual contribution. Make specific times for their vision, concepts, analysis and systems. They like to play the role of the expert Allow them to start out in meetings as observers. They find it difficult to jump in and participate right away Give them time and opportunity to develop expertise and skill in their field of choice. When interested they can be highly motivated learners of new material Get their comments on other people’s work and on the system. Solicit their feedback. They are good at analysis and feedback. They don’t like to go first or lead in meetings or presentations Give them room and space to work away on their own. Hugely motivating incentives for the Fives are a flexible schedule and a private workstation


The Five Motivation: The Five Motivation Don’t: Take their withdrawal as rejection. Help them to be aware of the impact of their withdrawal on other people. Teaming up with other people who have relationship skills can make their participation easier. Allow them to get bogged down in research. Clear deadlines can help them get over the temptation to procrastinate by to reading or researching just one more journal or book.


The Six Motivation: The Six Motivation Do: Be a good role model. Unpretentious, consistent leadership helps to relax their doubting mind. Live the vision, embody what you teach or say, and you will earn their loyalty. 'How you live your life speaks so loud I cannot hear a word you’re saying!' sums it up for the Six. ('We must preach the Gospel, and only where necessary … use words!' St. Francis) Give them time to thoroughly understand the issues and plans before moving into the action. They naturally focus on the content of the matter and have a natural tendency to analyse Value their intellect and perceptiveness Support Sixes by establishing a predictable work environment with clear lines of authority and responsibility. Easy enough in the hierarchical structure, but vital for the Six in a team based approach Give them maps, plans, guidelines, blueprints or allow them time to create them themselves Value and recognise their loyalty and commitment where they keep going despite the fear in the belly and doubt in the mind


The Six Motivation: The Six Motivation Don’t: Allow an 'unsafe' environment where Sixes cannot speak out their minds without fear of being attacked. Listen to the 'Yes, but …' obstacle or critical constraint and guide the Six towards the creative solution. Gently guide them out of 'Yes, but …' towards 'Yes, and …' Interpret their questioning mind as being 'negative.' Forget to support them in the critical 'in-between' projects stage. Worst case mental scenarios can loom large here. The mole hills can become mental mountains. Reassure them during these times Launch meetings on them without giving them time to prepare Ask them to sell without having a thorough knowledge of the sales 'operations manual,' product knowledge, benefits, etc. They are allergic to 'playing it by ear' or 'winging it!'


The Seven Motivation: The Seven Motivation Do: Welcome their optimism and positive vision. They are excited by ideas and possibilities. Brilliant at creating multiple options Support them in developing and sharing their good ideas Encourage them to do what they enjoy … making contact with people and being great communicators and hosts. Support them in taking on these roles on behalf of the project Help Sevens to match their plans with real resources: People, time and money. Count on them more in the planning stages then in the implementation. So if they cannot delegate implementation like Richard Branson, support them chunk by chunk during the implementation. Making it fun and building in rewards along the way work wonders here. Ask the Seven to suggest appropriate rewards to recognise significant milestones in implementation Give them time to establish their own rhythms at work. They won’t always conform to schedules and procedures. Productivity can rise and fall with enthusiasm. So be clear about expectations for tangible results and timelines Support Sevens in having fun, telling stories, making jokes, discussing new concepts, and entertaining pleasurable possibilities


The Seven Motivation: The Seven Motivation Don’t: Allow a sense of 'inequality' to creep in. Don’t be too heavy on the use of authority. Sevens tend to resist the 'command and control' approach. 'Ask me nicely!' Sevens say. How you ask is more important than what you ask Ask Sevens to limit their options prematurely. Support them in establishing their own priorities. When they feel the work is 'worth it' they’ll take off Let them get so busy that they don’t have time to plan and organise their day. The quiet planning time in the morning is critical for the Seven to stay focused on the 20%


The Eight Motivation: The Eight Motivation Do: Give them respect, fairness, and direct communication. Provide all three if you want them to work well with you 'Fight fairly.' For the Eights fair fighting builds trust. Eights will fight with friends and colleagues in the interest of getting to the truth and working things out. Stick up for yourself and your position, and don’t cave in Encourage the natural leadership ability of the Eights and help them to harness their assertiveness and enthusiasm to the SHARED GOAL or CAUSE Support Eights in using their strength to EMPOWER and ENABLE others rather than to DOMINATE them Point out the benefits of a CO-OPERATIVE, COLLABORATIVE system rather than a COERCIVE one Support the Eight’s natural tendency to mobilise against a competitor and FOR a friend. They will fight for justice for themselves and others. They will go to great lengths to redress a wrong Align with Eights in their search for the TRUTH. They will push until they get it. Let them know where you stand. Schedule regular report sessions and get everything out in the open. Insist on full disclosure from them as well


The Eight Motivation: The Eight Motivation Don’t: Collude with them as they work past the point of exhaustion. When Eights are invested in a project, they work flat out, and lose any sense of pacing. Support them in pacing themselves and delegating responsibility to others. They tend to go, go, go. Burn out the battery and then crash. Time out to sharpen the axe will increase efficiency Block them from being IN CHARGE of their own territory, whatever it is. They may test leadership try to increase their own control. Support them in establishing clear boundaries in which they can operate with autonomy Allow them to lose sight of the goal, the result, the big picture. Red Platform Eights can win all the battles and lose the war … Green Platform healthy Eights can lose some battles strategically … but they win friends and the war Be fooled by the tough stance of the Eight. There is a softness, sensitivity, and gentleness in the Eight that can surprise you. They tend to keep it well hidden, and only close family and friends know it. This combination of toughness/tenderness take-you-on/good humour is what makes healthy Eights so magnetically attractive


The Nine Motivation: The Nine Motivation Do: Help the Nines to see conflict as a necessary part of processing ideas. Their tendency towards conflict avoidance may lead to premature closure of promising options. They may withdraw their participation or contribution Make sure that any criticism is focused on the structure of the work rather than your own personal reactions or frustrations. Separation of the person from the problem, the doer from the deed is critical here. Focus on the problem and NEXT TIME PICTURE OF EXCELLENCE thinking. And as always with the Nine, it’s how you say rather then what you say. Like the Sevens, 'ask me nicely' is a wonder drug


The Nine Motivation: The Nine Motivation Don’t: Come on too strong to the Nine all at once. Give them time to receive and absorb what you’re saying. 'We have a problem here. What can we do together to solve it.' If you do the command and control heavy with the Nine, they will agree with you, but the famous Nine stubbornness will kick in and the Nine won’t do it Expect them to produce without a clear external structure, blueprint, massive action plan, with clear priorities built in. Nines thrive on clear 'What to do? Why to do? When to progress review? When to in-house deadline? When to external deadline? What standards of performance exactly? Clarity on 20%/4% for self and each member of team?' With this, they can be very decisive in emergencies Allow them to overlook their own personal priorities in the process. They can be very slow starters on personal priorities


Slide56: Breathe Deeply … Attention In and Down Deep Into the Belly … Focus on the Breath ... Breathe Slowly ... Breathe Deeply ... Listen to the Breath … Follow the Breath … Gently Put the Thought or Feeling Aside … Follow the Breath … No Next … This Breath… Silence/Deep Peace … No Effort … Surrender … Receptivity … Not Doing … Being … Transformation Total Relaxation/Re-energise


Slide57: Blood Pressure Comes Down Stress Is Alleviated Serotonin Levels Go Up Basal Metabolic Rate Goes Down A Number of Psychosomatic Disorders Are Relieved and Disappear There is Increased Brain Wave Coherence Which Improves Attention Span, Creativity, Learning Ability and Memory Retrieval The Immune System Is Boosted Physical Effects of On Body


Slide58: Recognise Respect Celebrate