9 types



The 3 triangles | 9-3-6 | 1-4-7 | 2-5-8

When I was at the 2017 IEA (International Enneagram Association) conference in Helsinki this September, both as a presenter and an attendee, a session that got my attention was led by Viviana Trucco, a psychologist from Argentina. Viviana works with her clients in intricate ways, including elaborate assessment and mapping on multiple Enneagram dimensions. The part of her presentation that truly ignited some new thinking on my part was an exercise she led by placing us in groups based on the 3 triangles: | 9-3-6 | 1-4-7 | 2-5-8. Although there are many ways to understand these triangle formations, and I am pursuing these in many forms, Viviana had a very interesting take on them and so I share them here, followed by some comments directly from Viviana. She labels these 3 triangles the "unconscious emotional backgrounds" that align with the 3 enneatype groupings. 9-3-6 | unconscious emotional background | attachment challenges | the robotic or habitual ego Summary | These 3 types rely on their habitual ways of functioning, ways that block them from full access to their body, heart and/or mind. For the body (most obvious in type 9): an awakened body stability. For the heart (most obvious in type 3): a truly open heart. For the mind (most obvious in type 6): a self-confident, still mind. Type 9 | Needing familiar environments, relationships and comfort, as well as routines and a sense of wellness to return them a profound “sense of self”. Type 3 | Needing to impact people through promoting a positive impression of themselves to provide a profound “sense of identity”. Type 6 | Searching for something to rely on in a permanent way to feel safe – for example, constantly downloading information, looking to others for guidance, and/or creating continuous anticipatory scenarios – to provide a profound “sense of direction, guidance and support”. 1-4-7 | unconscious emotional background | frustration challenges | the hungry ego Summary | These 3 types are constantly searching for fulfillment, are continuously disenchanted, and feel that nothing is ever enough to fully satisfy them. Type 1 | Experiencing continuous disappointment from expecting situations and people to meet specific standards, but then nothing works as it should and they always have to be the person to fix it. Type 4 | Longing for something that might have been perfect once, but then missing it and longing for it once again. Type 7 | Continuously believing something will be great, but then needing to quit or stop due to lack of stimulation and full satisfaction. 2-5-8 | unconscious emotional background | rejection challenges | the overcompensated/defended ego Summary | Protecting by not showing all of oneself, not trusting others, and engaging in overcompensating behavior, believing others may reject them if they do reveal themselves more fully and without the overcompensating behavior. Type 2 | Protecting by focusing on others and acting as if they have no needs and overcompensating by showing care and offering assistance and resources to others. Type 5 | Protecting by minimizing own needs, limiting others’ dependence on them, and keeping distance from others and overcompensating by demonstrating their intellectuality and maintaining their autonomy. Type 8 | Protecting by acting powerful enough to protect others while simultaneously hiding their own vulnerabilities and overcompensating by being strong, dominant and invulnerable. From Viviana herself: "What was remarkable about this was the insights from the conversations we had in these mixed type groups, organized by our triangles. Although I imagine a type group discussion would have been productive, these triangle dialogues were an incredible way to understand the 3 versions of the same fundamental challenges." Viviana Trucco is an Enneagram teacher and psychologist from Argentina who has also created the TEGMI 9D Model, an online Enneagram assessment that includes 9 personalized colored maps of the 9 dimensions of your personality. viviana.trucco@gmail.com | www.vivianatrucco.com.ar

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Servant Leadership and the Enneagram

Now more than ever, servant leadership is needed in government, corporations, small businesses, non-profits, and public service agencies. Coined by Robert Greenleaf in the 1970s, servant leadership refers to leaders being a "servant first… It begins with the natural feeling that one wants to serve, to serve first… a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world." Not surprisingly, the Enneagram maps beautifully into some of the key principles of servant leadership, with each Enneagram type – taken as an archetype and not a personality type or specific ego structure – representing each of the most significant domains of servant leadership. Servant leadership by Enneagram type: Growing Others (1) Commitment to the growth of others. Stewards believe that people have an intrinsic value beyond their tangible contributions as workers and, thus, are deeply committed to the growth and improvement of every individual and team. Listening (2) A deep commitment and ability to listen intently to others and to also sense the “will” of the group. Persuasion (3) The ability to persuade rather than continuously using positional authority to make things happen builds respect, influence and consensus; the continuous use of positional authority erodes respect for the leader. Stewards use positional authority sparingly and only when absolutely required. Empathy (4) The ability to understand and empathize with other people, but also accepting and acknowledging them as individuals even if you do not agree with or accept their behavior or performance. Foresight (5) Foresight enables stewards to understand the lessons from the past, the realities of the present, and the likely consequence of a decision and actions for the future. This requires both intuition and the ability to trust oneself. Responsibility (6) Stewards assume a commitment to serving the needs of others, including those who their organization or unit serves. The attitude is not one of “owning” the organization; it is one of having the honor of “holding the organization in trust” for others. Big picture (7) Stewards perceive the whole as well as the parts; they see the forest, trees, branches, leaves and roots. They also know what and when to leverage action and when some things take care of themselves. Full awareness (8) Self-awareness, awareness of others, and awareness of what is occurring in the environment are essential attributes for leaders who act as stewards. They see reality as it is, not a distorted version. Building community (9) Stewards stand at the helm of their organization or team, guiding it in times of certainty and uncertainty. This guidance is always with a keen sense of having a positive impact on the various communities in which it sits.   Ginger Lapid-Bogda PhD, the author of six best-selling Enneagram-business books, is a speaker, consultant, trainer, and coach. She provides certification programs for professionals around the world who want to bring the Enneagram into organizations with high-impact business applications, and is past-president of the International Enneagram Association. Visit her website: TheEnneagramInBusiness.com. ginger@theenneagraminbusiness.com

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Type-based obstacles to real relationships

Sometimes it is important to go back to the basics to uncover essential elements that get in our way of what we deeply want. This is especially true in relationships with others. In relationships, yes, there are always two or more people involved, and the Enneagram is most useful in identifying the dynamics between two individuals that impede or support fulfilling relationships. At the same time, there is something we can each work on all by ourselves to help create real relationships. The major obstacles for each type can be seen on the graphic above. But what can we do about this? The 1st question is to ask yourself is this: Do I want my relationships to be more real? If the answer is no, then stop there. If your answer is yes, ask yourself this question: Am I willing to be uncomfortable and give up what I normally do in relationships in exchange for creating more real relationships? That question, hopefully, gives you pause for reflection. It requires a deep degree of self-honesty. The final step is to minimize doing what we do normally that creates the obstacles above. It isn’t realistic to stop entirely; it may not even be entirely desirable. But here’s the list of how individuals of each type can learn to relax their unintentional type-based obstacles to real relationships: ONES reduce the amount and frequency of self-criticism, which will usually reduce, but not eliminate, critiquing others. Reducing criticism starts with being kinder to oneself. TWOS make relationships only 50% of what’s important to them and ask for help occasionally, with a willingness to accept and not personalize a no from someone. Learning to not personalize a no from someone else can support Twos’ efforts to say no themselves. THREES reveal more of what they truly feel to several others with whom they are already close or with whom they want to be closer. The risk is often worth the reward. FOURS decide to take in more positive information about themselves to offset the negative information. This will feel new at first; then it will feel good! FIVES choose to share just a little more about themselves and their feelings with others. Remember, you can be selective in your choices. SIXES cut down their self-doubt by 40% by simply asking themselves Is this really true? Then ask, How do I know this? SEVENS breathe more deeply most of the time as a way to slow down and get in touch with more feelings. Explore your feelings with a sense of wonder and curiosity. EIGHTS identify three people who are big enough to support them and then ask for this support. Remember that people can support you in different ways. NINES demonstrate courage to say what they really believe at least three times per day, just as a start. Find your truth and speak it. Ginger Lapid-Bogda PhD, the author of six best-selling Enneagram-business books, is a speaker, consultant, trainer, and coach. She provides certification programs for professionals around the world who want to bring the Enneagram into organizations with high-impact business applications, and is past-president of the International Enneagram Association. Visit her website: TheEnneagramInBusiness.com. ginger@theenneagraminbusiness.com

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