Enneagram @ Work

Understand yourself and your team at a deeper level

A Guide for Managers and Teams

 TABLE OF CONTENTS

Welcome and Introduction 02

Part 1: Overview of the Enneagram System 04

Section 1: About the Enneagram 04
Section 2: Overview of the Nine Types 13
Section 3: Using the Enneagram to Develop your Team 32
Communicating and Collaborating Effectively 32
Managing Conflict 34
Building Inclusive Teams 36

Section 4: Exploring Your Team Dynamic 38

Creating an Enneagram Team Profile 38

Part 2: Sample Workshop Script and Activities 43

Part 3: Other Resources – Articles, Videos and More 60

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 Introduction

Welcome to the Enneagram @ Work!

The Enneagram is a powerful tool for better understanding your core motivations and applying that
knowledge to all areas of your life — including the workplace. While the Enneagram has existed in some
form for thousands of years, it was only developed into practical use during the 20th Century. Since
then, it has been widely used in the worlds of counseling and psychotherapy and as an organizational
development tool.

The Enneagram shows you the unique lens through which you view the world, helping you to understand
your own motivations in the workplace and better appreciate the differing approaches of coworkers. As
such, it can unlock a host of “a-ha” moments that can help both managers and employees develop and
thrive. Applying the insights of the Enneagram to teams, can:

• Improve productivity.
• Clarify and improve communication between colleagues.
• Reduce conflict.
• Enhance collaboration and connectedness – even in remote work environments.
• Foster greater self-awareness and emotional intelligence.
• Instill more inclusiveness and appreciation for the diversity of talent and styles in a workplace.
• Help individuals tap into their true strengths to find more meaning and fulfillment in their work.

Meant to be paired with your team’s Enneagram for the Workplace reports and our slide presentation,
this guide will help you tap into and apply the Enneagram’s myriad insights to foster a workplace culture
where everyone can find their highest potential, grow and thrive.

Get ready to unlock the power of your work team!

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 How To Get Started

This guide is designed for managers, team leaders, trainers and human resources professionals who
have used Truity’s Enneagram for the Workplace assessment for their work teams.

1. Take the assessment and review your reports:

Managers and team members should have taken Truity’s Enneagram for the Workplace assessment and
read their reports.

2. Review Part 1 of this guide:

Familiarize yourself with the basic concepts of the Enneagram.

3. Review Part 2 of this guide if you are planning a team workshop:

Review the workshop script and list of team activities in Part 2 of this guide and use our sample slide
presentation with your team. You can view the slides here and make a copy to create your own slideshow
for your team.

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 PART 1: OVERVIEW OF THE
ENNEAGRAM SYSTEM

SECTION 1: ABOUT THE ENNEAGRAM

This section is designed to introduce team leaders and managers to the Enneagram, its origins and how
its insights can be applied in the workplace. As the Enneagram is a powerful tool for uncovering deep
fears and motivations, we also include general guidance to ensure the Enneagram is used professionally
and ethically within work teams.

What is the Enneagram?

The Enneagram is a personality system that reveals our core motivations and fears, along with the
habitual patterns and automatic programming we operate with. In brief, it explains the lens through
which we naturally see the world and the “auto-pilot” beliefs and behaviors many of us have as a result.
The Enneagram reveals how we come to see the world through only our own lens, and how we may have
lost sight of the many other ways of being. Unlocking this understanding of ourselves and how we see
others can be transformational within work teams.

In the Greek language, “Ennea” means nine and “gram” means something written or drawn. This sums up the
two core elements of the Enneagram — the nine personality types and the symbol itself. The Enneagram
describes nine primary patterns or “types.” Each type has its own strengths, challenges, motivations,
fears and desires. In the workplace, each type has its own approach to teamwork, communication and
leadership.

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More Than a Typology System

While the Enneagram is a personality typology system, it is far more than that. The Enneagram’s true
purpose is to help people shift out of their personality’s defenses so they can reach their true potential.

As Enneagram scholar Beatrice Chestnut says, “The Enneagram doesn’t put you in a box. You are already
in a box but just don’t know it. The Enneagram helps you understand the box you are in, so you can get
out of it.”

In other words, the Enneagram highlights the auto-pilot patterns of thinking, feeling and acting that we
all have. Understanding them is fundamental to approaching each situation with less reactivity and fear
and more compassion for yourself and others.

History of the Enneagram

The Enneagram’s origins are unclear. Some assume ancient roots in Babylon around 4,500 years ago,
while others trace the system back to classical Greek philosophy around 2,500 years ago. What we
do know is that the modern Enneagram system is the work of contemporary authors. Georg Ivanovich
Gurdjieff, a mystic and spiritual teacher, introduced the model as a spiritual symbol in the 1930s, and it
arrived on American shores in the 1960s.

Notable 20th-century teachers include Oscar Ichazo and Claudio Naranjo. Naranjo, a Chilean psychiatrist,
learned of the Enneagram through Ichazo’s work and is credited with introducing the Enneagram into the
field of modern-day psychology. The system later spread to several religious and spiritual communities
throughout the United States.

Modern researchers tend to focus on the psychological rather than the spiritual side of the Enneagram,
drawing comparisons with other personality models like the Myers-Briggs system.

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How Does the Enneagram Help People Develop in the Workplace?

At its heart, the Enneagram is a personal and professional development tool. It shows us what our
strengths are, but also how our unique lens on the world can be a blind spot. Providing key insights, the
Enneagram supports workplace development by:

• Highlighting core fears and motivations so you can boost productivity and find more meaning
at work.
• Improving self-awareness and emotional intelligence.
• Increasing empathy for self and others.
• Reducing conflict and reactivity during times of stress or when the unexpected happens.
• Appreciating and unlocking the unique strengths of individuals and teams.
• Improving communication by understanding the motivation behind different types on the team.
• Boosting team appreciation, bonding and collaboration.
• Explaining different leadership styles and how others might perceive or react to them.
• Increasing appreciation of cognitive diversity and recognition of everyone’s unique talents.

The Enneagram for the Workplace Assessment

The Enneagram for the Workplace assessment evaluates each person’s personality against the
Enneagram’s nine primary archetypes or patterns of thinking, feeling and behaving. These patterns are
based on coping strategies that each person developed in childhood.

The test results recognize that every person has access to all nine coping strategies, as they receive a
percentage against each type. However, our personality primarily develops around a single strategy and
defaults to using that strategy most often. In the report, this is represented by the type with the highest
percentage. This is what we mean when we say that someone is a “Type Four” or a “Type Nine.”

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While many of the types can behave in a similar way, they do so for very different reasons. For example,
Twos and Nines can both be very friendly, helpful and supportive in the workplace. They can both set
aside their own tasks in order to help someone with theirs. But their underlying motivations are very
different. A Two will behave that way because they want to be liked and appreciated by their peers, while
a Nine behaves that way because they want to work in a calm environment without tension or conflict.
Given this, it is essential to understand the different core motivations of each type and how they appear
in the workplace. This can help us to:

• Understand our own and others’ approaches to communication, leadership and conflict.
• Build self-awareness and emotional intelligence.
• Understand how our personality can trap us into a single way of seeing the world.
• Break free of those limiting patterns.
• Be more compassionate towards ourselves and others, knowing that we are all walking this path in
some way.

The Enneagram for the Workplace won’t explain everything about a person or team. But it is a constructive
way to open up a team conversation in which everyone can be curious about each other’s motivations,
contributions and growth path.

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 Understanding the Elements of the Enneagram

A. The Symbol
9
The basis of the Enneagram is a nine-pointed geometric symbol. It
8 1
consists of:
• An outer circle on which the nine points (types) are numbered 7 2
clockwise and evenly spaced;
• A triangle between points Nine, Three and Six; and
• An irregular hexagon that connects the other points. 6 3

The circle represents the wholeness and unity of human life, while 5 4
the other shapes represent how it is divided.

B. The Wings
9
8 1
The types on either side of each primary type are called wings.
Wings represent related personality styles that we can transition
into, in order to develop new facets of ourselves. 7 2

For example, Type Nines can draw on the strengths of Type Eight to
be more direct and assertive, to feel their anger and express their 6 3
frustration more directly. They can draw on the strengths of Type
One to be more disciplined and focused on self-improvement, as 5 4
well as being able to express their opinions more clearly.

C. The Arrows 9
8 1
Each primary type in the Enneagram is also connected by two lines
to two other primary types. These lines are known as arrows. Arrows
represent different characteristics we take on under stress, as well 7 2
as strengths we can grow into to help balance out the challenges of
our primary type.
6 3
For example, when a Type One moves to point Four under stress,
5 4
they become more emotional. When they consciously move to point
Seven as part of their development, they become more light, playful
and flexible.
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D. The Centers of Intelligence Action Center
(Body)
Another important element is the centers
9
of intelligence.
8 1
There are three centers of Intelligence in
the Enneagram - the Body, Heart and Head
Centers.

7 2
The Body types, Types Eight, Nine and One,
share similar features. They perceive the
world around them through their body or
senses using kinesthetic intelligence. That 6 3
means these types generally find it easier
to take action or maintain action. They tend Analytical Center Relating Center
to focus on practical, immediate solutions (Head) 5 4 (Heart)
and create order and structure in some way.
Each type is quick to notice and address
injustice or unfairness in some way.

The Heart types, Types Two, Three and Four, also share similar features. They perceive the world around
them through their heart or feelings, often using emotional intelligence. That means that naturally focus
on relationship building, relating and reading people to know what they want, need or value. As they are led
by their feelings, they are often more adaptable and flexible than other types.

The Head Center, Types Five, Six and Seven, perceive the world around them through their analytical
intelligence. They focus on gathering and analyzing data, planning for future scenarios and brainstorming
new ideas. They are comfortable with complexity and delaying action until they fully understand a situation.

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General Guidance and a Note of Caution

For some, reading their Enneagram report for the first time can feel uncomfortable, even a little
confrontational. That’s because they are seeing parts of themselves in their blind spots; things they
unconsciously have been ignoring for a while. It’s important to keep this in mind when introducing your
colleagues and wider team to the Enneagram.

Here are a few guidelines to help you navigate the Enneagram in a constructive way:

1. Help others discover their type, don’t tell them what type they are.

Many types act in similar ways for very different reasons. The only person who can know their type is that
person. However, sometimes it is hard to see our own type in action. Even if someone asks, resist the
temptation to tell them what type you think they are and instead ask questions to help them get clarity
for themselves. Alternatively, you can direct them to the resources in Part 3 of this guide.

2. No type is better or worse than any other.

When you hear or read about other types, you might find yourself judging them as better or worse than
your own type in some way. It’s important to notice this and set it aside when discussing the types. Each
Enneagram type struggles in its own way, and no type is better or worse than any other.

3. Type does not relate to competence, skill or talent in the workplace.

Just as no one type is better than any other, the Enneagram is not an indicator of competence or ability.
People’s skills come in all shapes and sizes, and what they have chosen to specialize in may not obviously
correlate to their Enneagram type. The Enneagram works best when applied to communication and how
we approach work, rather than the nature of the work itself.

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4. You are only one primary type.

It’s natural to see yourself represented in all of the nine types. However, at a deeper psychological level, we
are only one type with one core motivation. With personal and professional development, the expression
of that primary type softens and we can approach each situation with more flexibility. However, our
primary type does not change over the course of our life.

Facilitator Note: Each Enneagram for the Workplace report contains percentages for each of the nine
types based on how the test-taker answered the questions. The primary type is the one with the largest
percentage. lf the percentages are within a few percentage points of each other (ie, 1-3%) they still should
use their primary highest percentage type, but they may benefit from reading more about the other closest types to
help them decide which type most closely matches their internal experience.

5. Focus on investigating your own type and how it can help you grow.

The best use of the Enneagram is getting to know your own type and seeing it in action for yourself every
day. When you start to see those patterns play out, you can apply the advice from your report to move
toward your higher potential.

6. The Enneagram has many layers.

The Enneagram is a dynamic and complex typology and development tool; therefore, we’re not able to
cover all of its elements in this presentation guide. Certain elements, such as centers of intelligence,
wings and arrows are touched upon briefly since they are discussed in the Enneagram for the Workplace
report.

If participants want more information about these elements, refer them to their report or take a look at
Truity’s blog, including the articles linked below.

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Articles

Understanding Enneagram Wings: What They Are and What They Are Not

How to Use Enneagram Wings for Growth

Understanding Enneagram Arrows: Your Three-Step Pathway for Growth

How to Use Enneagram Arrows For Growth

Introducing the Enneagram’s Centers of Intelligence

Understanding the Psychological Defense Mechanisms of the Enneagram

Subtypes and Instincts of the Enneagram: What Are They and How Do They Impact Human Behavior?

Understanding Countertypes: The Upside Down Types of the Enneagram

A Deeper Dive into Enneagram Subtypes: Body Types 8, 9, 1

A Deeper Dive into Enneagram Subtypes: Heart Types 2, 3, 4

A Deeper Dive into Enneagram Subtypes: Head Types 5, 6, 7

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 SECTION 2: OVERVIEW OF THE NINE TYPES

The Enneagram’s nine types provide accurate descriptions of styles we see in the workplace. This section
is designed to give you a deeper overview of each type and is a snapshot of what you will find in each
person’s Enneagram report. In a team workshop, you’ll want to focus on each type’s core motivation,
strengths and challenges at work. This section goes deeper to help you confidently answer any questions
that may arise and better lead the discussion and growth activities.

Core Motivations

At the heart of every Enneagram type is a core motivation — the force that drives one’s thinking and
behaviors. Here is a simple guide to core motivations as they apply to common workplace behaviors. To
understand each of the motivations in-depth, refer to each person’s Enneagram for the Workplace report.

Enneagram Type Nickname Core Motivation

One The Perfectionist To be good, by doing things “the right way.”

Two The Giver To be liked, by creating positive experiences for people.

Three The Achiever To gain rewards, by quickly achieving goals.

Four The Individualist To be understood, by creating unique work.

Five The Investigator To be knowledgeable, through in-depth research.

Six The Skeptic To be safe, by planning scenarios for risks.

Seven The Enthusiast To avoid pain, by imagining pleasurable things.

Eight The Challenger To be strong, by taking charge.

Nine The Peacemaker To be calm, by maintaining harmony.

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 The Nine Enneagram Types
The following snapshots will give you an overview of each type in different workplace situations — as an
employee, colleague, leader and manager — along with tips for working with each type. This information
will help you feel more confident when introducing each type in the workshop, answering questions and
leading the discussion activities. For further information on each type, refer to the resources section at
the end of this guide.

Type One:
The Perfectionist
Ones are defined by their belief that everything must be in order, and by their feeling that they always
must be “right.” They have high standards and are determined to ensure that they, their work, their work
environment and others improve their performance to meet those standards.

Core motivation: To live with integrity; to be right and good.

Key traits: Dutiful, conscientious, responsible, high standards, disciplined, focused.

Strengths at work: Strive for quality, quick to find practical solutions, know the right way to complete
tasks, consistent, organized.

Challenges: Too focused on the details, overly critical, only seeing one way to complete a task, struggling
to delegate, dislike of other people not following the rules.

Communication: Respectful, educational, direct, honest, rational.

On a team: Ones appreciate teams and organizations that have high standards but prefer to work
independently. They focus on practical results, have a keen attention to detail and can be relied on to
deliver high-quality work. Ones appreciate people who share their strong work ethic and people who do
what they say they will.

As a leader: Ones focus on improvement and bring the same energy to their role as a leader. They are high
achievers and mentor their teams to achieve similar results. They take a hands-off approach, leading by
example while providing clear expectations of the required outcomes. As leaders, they are comfortable
making tough calls.

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Misconception: Ones can be perceived as cold, critical and driven to improve everything. That is not the
case. Ones can be incredibly warm, friendly, funny and playful. They become improvement-focused only
on the topics they care about. That won’t apply to every area of their life.

Development focus: Ones shift from the “one right way” to being open to alternatives when they:

• Ask questions instead of finding flaws in others’ suggestions.

• Appreciate imperfection and “good enough.”
• Practice delegating tasks and being okay with how they are completed.

Facilitator Note: In a workshop, Ones need to know the ‘right’ way to contribute. Aim to provide clear,
step-by-step instructions about what you are expecting. Provide this in the pre-email, at the start of the
workshop and when inviting people to engage on each of the type descriptions.

Working with a One:

What’s great about working with Ones Challenges for people who work with Ones

• They have a great work ethic. • They can insist on doing it their way and may not be
• They like to work independently. open to considering other options.
• They are objective, rational and diligent problem- solvers. • They can be inflexible about following rules and
• They want to do a good job and support others. procedures.
• They are highly ethical and try to do the right thing. • They can work too hard and resent others for not
working as hard as they do.
• Others can feel criticized or judged by them.

When your manager is a One When you manage a One

• They have good intentions. • They may imagine you are criticizing them when
• They try to do the right thing. you aren’t.
• They are natural teachers. • They may overlook or ignore positive feedback.
• They are dedicated to good causes. • They can work too hard.
• They may not realize how their focus on improvement • They can be too detail-oriented and not get things
impacts you. done on time.
• They may struggle to delegate.

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 Type Two:
The Giver
Twos want to be liked and find ways to be of service to others so they can be liked, appreciated and
needed. They have a strong need to be connected with others and pursue acceptance by being kind,
caring, friendly and helpful. They are highly altruistic and empathic, often having an intuitive sense of
what other people want and need. They can sometimes give too much of themselves to avoid feeling
rejected.

Core motivation: To be liked and appreciated.

Key traits: Sincere, warm-hearted, relationship-oriented, supportive of others, empathic listeners,

empowering of others, want to meet others’ needs.

Strengths at work: Service-oriented, creating positive experiences, working hard to honor commitments,
providing practical and emotional support to colleagues and customers.

Challenges: Overly accommodating, expressing their needs directly, giving critical feedback, feeling
unappreciated, becoming too involved in others’ lives, putting relationships ahead of performance.

Communication: Compassionate, careful listener, asks questions to engage the other person, warm,
helpful.

On a team: Twos are great at connecting people, whether that’s for networking, sales and marketing,
facilitating meetings, leading discussion groups or building teams. They cultivate a friendly atmosphere
and motivate others to perform at their best. They provide insight into the needs of clients and customers,
seeing the emotional nuances that others miss.

As a leader: Twos lead through service. They develop excellent relationships and provide friendly
motivation and encouragement to people across the organization. They have a wide network of contacts
to ensure they can support people in their jobs.

Misconception: There are many ways to be of service. Some Twos approach that by being quietly
supportive in the background and others do that by taking on influential leadership roles that require
public speaking.

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Development focus: Twos shift from being helpful to being independent when they:

• Balance relationships with productivity.

• Notice when they are overstepping.
• Speak more plainly and directly and give negative feedback when it’s needed.

Facilitator Note: In a team workshop, Twos need validation and affirmation to help them feel connected
to you as a facilitator and also their colleagues. Whenever a Two speaks up or contributes, aim to provide
clear, specific and heartfelt appreciation before moving on.

Working with a Two:

What’s great about working with Twos Challenges for people who work with Twos

• They are friendly and positive. • They avoid conflict and can be distant when hurt.
• They make people feel valued. • They can struggle to deliver negative feedback.
• They diplomatically manage performance problems. • It can be hard for them to be direct about what
• They are naturally empathetic. isn’t working.
• They foster collaboration. • They can become overly focused on befriending a
• They are great listeners. particular person.
• They are dedicated to supporting the team • They may reject offers of help even when they are busy
and organization. or overwhelmed.

When your manager is a Two When you manage a Two

• They want to have a good relationship with you. • They want to support you in everything you do.
• They tend to be warm, friendly and approachable. • They are comfortable in support roles.
• They want to work with the right people and will cultivate • They can be diplomatic.
relationships to achieve that. • They want to make sure you like and approve of them.
• They may sugarcoat feedback to avoid offending you. • They avoid conflict and can be indirect.
• They have a hard time hearing negative feedback.

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 Type Three:
The Achiever
Threes are defined by their desire to achieve. They want to advance in the world and will sacrifice for
success, vigorously pursuing tasks and becoming utterly absorbed in the pursuit of attainment. Threes
are goal-oriented and focused on goals that bring reward or recognition. That might be a financial bonus,
praise, gifts, a new position or the prestige of achieving something others haven’t (e.g. climbing Mount
Everest or winning the Tour de France).

Core motivation: To be seen as successful.

Key traits: Adaptable, hardworking, networking, reading an audience, efficient, risk-taking, image-
focused, competitive.

Strengths at work: Setting and meeting goals, working hard to get the job done, knowing how to sell to
a target market, projecting an image of success or competence, striving to be the best, inspiring others.

Challenges: Dealing with failure, overworking, being overly competitive, being irritated by obstacles,
delays and incompetence, looking “bad.”

Communication: Upbeat, to-the-point, action-oriented, focused on problem-solving, can-do attitude.

On a team: Threes will help the team set clear goals and make a plan for how they can achieve it as quickly
and efficiently as possible. They inspire people with their confidence and offer smart and pragmatic
solutions to any challenges that arise.

As a leader: Threes are often go-getters, capable of achieving important goals for the organization.
They lead through a clear focus, entrepreneurial spirit, can-do attitude and commitment to the bottom
line. They can be dynamic and engaging but can focus on the goal at the expense of the needs of their
employees.

Misconception: Not all Threes are competitive or comfortable bragging about their achievements. Some
Threes focus on being a good role model and are less competitive and more modest. Other Threes focus
on championing and supporting others.

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Development focus: Threes shift from needing to be seen as successful to focusing on what matters
when they:

• Are prepared to discuss their failures.

• Value collaboration over competition.
• Practice sharing their genuine feelings and assessing what really matters in life.

Facilitator Note: Threes will be keen to speak up and be seen in the workshop, so if you have a lot of
Threes in your workshop, allow space and time for this. They will appreciate positive feedback for
their contribution.

Working with a Three:

What’s great about working with Threes Challenges for people who work with Threes

• They enjoy working. • They can be overly competitive.

• They are confident that goals can be achieved. • They may quit a project if they think it’s going to fail.
• They find the most efficient path to the goal. • They may struggle to learn from failure.
• They keep everyone on task. • They have a hard time slowing down which can lead to
• They bring a positive attitude. mistakes or burnout.
• They keep projects moving by removing obstacles when • They can become irritable if they feel their time is being
they arise. wasted.
• They can be overly focused on getting the credit.

When your manager is a Three When you manage a Three

• They are goal focused. • Define success clearly.

• They will set a clear vision. • They can be counted on to deliver plans and goals.
• They work hard and want you to do the same. • They will challenge things they don’t agree with.
• They appreciate people who don’t slow things down. • They appreciate it when their ideas are listened to.
• They can be insensitive to others’ feelings.

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 Type Four:
The Individualist
Fours are defined by their belief that they are different from other people, and by their feelings of envy
for what other people have. Fours sense that something is missing from their lives and they worry they
will never have the happiness that other people experience. They tend to channel this craving to belong
into a passion for creativity or originality. They look for ways to be special and unique.

Core motivation: To find meaning; to be understood deeply and live authentically.

Key traits: Emotional depth and sensitivity, creativity, patience when dealing with difficult issues, self-
expression, seeing what’s missing, being real and authentic.

Strengths at work: Creative approach to problem-solving, clear creative vision, seeing complexity that
others overlook, making work meaningful.

Challenges: Overemphasizing feelings and personal experiences, rarely feeling satisfied or content,
feeling misunderstood, difficulty taking practical action.

Communication: Empathic, listens carefully, creates emotional rapport, curious, real.

On a team: Creates a deep connection with teammates and colleagues, encourages a supportive
exchange of ideas, searches for excellence in all things, inspires colleagues to create work that is original
and/or meaningful.

As a leader: Fours lead through authenticity and develop a clear vision for people to follow. They promote
creativity and encourage others to pursue their ideals and inspirations. They are comfortable being a
champion for change.

Misconception: As Fours are described as melancholy, it is easy to think they are always sad. However,
Fours experience all emotions deeply. Many appear happy and are hardworking and self-sufficient.

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Development focus: Fours shift from longing to contentment when they start to practice:

• Seeing the positive qualities in themselves and others.

• Noticing what’s working in the present moment.
• Being open to viewpoints outside their value system.

Facilitator Note: Fours are not always well represented on corporate teams. If your team doesn’t have a
Four on it, don’t skip over the description of this type. Teams learn just as much from hearing about the
strengths they don’t have as from hearing about the ones they do.

Working with a Four:

What’s great about working with Fours Challenges for people who work with Fours

• They are passionate about work they find meaningful. • They will confront people when things aren’t working.
• They support people going through something difficult. • They can seem moody.
• They love the creative process. • They get upset when they feel misunderstood.
• They excel at tasks that require an artistic eye. • They can dismiss people as being too superficial.
• They make an effort to understand you. • They can insist on discussing emotional issues others
• They aren’t afraid of tough conversations. want to avoid.

When your manager is a Four When you manage a Four

• They want to form a personal connection with you. • Talk things through as they happen.
• They want to see you succeed. • Ask if they feel you understand them.
• You can talk to them if you are struggling. • Let them express their emotions without fixing them.
• They raise any issues they have with you. • Be authentic and share your feelings.
• They want you to produce meaningful work. • Help them see beyond their emotions and take practical
actions to resolve an issue.

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 Type Five:
The Investigator
Fives are driven by a belief that their resources are scarce and they don’t have enough of what they need.
Unlike other types who go out into the world to get what they need, Fives instead aim to need as little
as possible. To achieve this, they withdraw from the world, retreating into their minds to conserve their
time, energy and other resources.

Core motivation: To be wise, perceptive and insightful to understand life on all levels.

Key traits: Self-sufficient, independent, reflective, private, modest, insightful, maintains boundaries
with others, intellectual, detached from emotions.

Strengths at work: Researching, insightful analysis, subject-matter expertise, working alone for long
periods, calm in a crisis, humble.

Challenges: Sharing personal information, establishing good working relationships, engaging in conflict,
managing their energy.

Communication: Respectful, observant, over- or under-sharing data, stimulating conversation partner.

On a team: Fives need clear expectations and a team that appreciates their need to work privately
and sometimes alone. Given time to process information and think things through, Fives will bring new
perspectives to any project.

As a leader: Fives lead through expertise, influencing others with their depth of insights and ideas. They
empower others to work independently and are consistent and impartial. People know where they stand
with a Five.

Misconception: As Fives can seem objective and aloof, it can be easy to think that Fives don’t have
feelings or are insensitive. In fact, Fives have a lot of feelings and are very sensitive. They just rarely
share those feelings with others and process them in private rather than with other people.

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Development focus: Fives shift from being knowledgeable to being open for connection when they:

• Ask more questions, even when they think they know the answer.
• Practice opening up.
• Share more personal information (many use humor to engage).

Facilitator Note: Fives need time to think about their report and how it’s like them or not before they will
share in a workshop. So, ask people to complete their tests at least a week in advance of the workshop,
and let them know what to expect in the pre-workshop agenda email.

Working with a Five:

What’s great about working with Fives Challenges for people who work with Fives

• They provide high-quality information and expertise on • They find it hard to collaborate when roles are unclear.
an issue. • They resist doing tasks outside their area of expertise.
• They remain objective, even when things get emotional. • They can be hard to reach at times.
• They prefer to keep a low profile. • They may overlook emotional cues.
• They respect personal space. • They have a strong need for personal space.
• They are rational and logical. • They may not want to work with someone who they don’t
• They want to be the best at what they do. trust to do the job right.

When your manager is a Five When you manage a Five

• They won’t bother you with irrelevant details or • They will focus on the work.
personal issues. • They want to work independently.
• They will establish clear boundaries with you. • Ensure roles and plans are clearly articulated.
• They want the work to be done well. • Avoid involving them in any emotional or personal issues.
• They may withdraw if something feels too difficult • They provide reliable and trustworthy information.
to confront.
• They are calm and professional.

23
 Type Six:
The Skeptic
Sixes are preoccupied with security, safety and being prepared for problems. They have active minds
which are constantly scanning for danger and creating contingency plans. They are highly attuned to
risks and typically have a clear idea of what they will do in any worst-case scenario. Sixes are good at
seeing how things will play out, particularly by understanding how things could go wrong.

Core motivation: To feel safe from danger, secure and supported.

Key traits: Troubleshooter and problem-solver, loyal, dutiful, questioning, analytical, reliable.

Strengths at work: Anticipating problems, clear communication, asking questions, offering practical
solutions, accurately assessing risks, contingency planning, calm in a crisis, supportive of the team.

Challenges: Trusting themselves and others, only seeing what could go wrong, overlooking their
strengths, taking action before they have assessed the risks, avoiding risks or taking too many risks.

Communication: Calm, good-natured, engaging, observant, collaborative, asks many questions.

On a team: Sixes form close bonds with colleagues they trust. They appreciate a supportive team
environment with colleagues who value their ability to anticipate problems.

As a leader: Sixes lead through a sense of collaboration and by influencing others with their creative
problem-solving. They are good at making balanced and respectful decisions. They can persevere
through tough times while remaining loyal to the cause and calm in a crisis.

Misconception: While others might perceive Sixes as being pessimistic, they actually are contrarians
who see the opposite side of any issue. They can easily play devil’s advocate with their questioning and
see themselves as realists.

24
Development focus: Sixes shift from being skeptical to trusting their competence when they:

• Start taking people at face value and question their underlying motives a little less.
• Trust their own insights, skills and abilities.
• Use people they trust as a sounding board before they get too caught up in looking for possible risk
scenarios.

Facilitator Note: There are two types of Six. Some react to fear with ‘flight’ and are more risk-averse,
cautious, doubting and questioning. Others react to fear with ‘fight’ and are assertive, rebellious and risk-
taking; they may be adrenaline junkies. While they appear very different, the two types of Sixes share
many of the same traits outlined above.

Working with a Six:

What’s great about working with Sixes Challenges for people who work with Sixes

• They clearly explain complex issues. • They can ask too many questions.
• They are honest and straightforward. • They have a hard time making decisions.
• They are calm in a crisis. • They can complicate an issue.
• They help the team avoid potential danger. • It takes them a long time to trust others.
• They are funny and quick-witted. • Their doubt and skepticism can undermine the team.
• They think outside the box. • They can struggle to move into action.
• They make contingency plans. • They can overwhelm others with information.
• They are dedicated and loyal.

When your manager is a Six When you manage a Six

• They want to hear your ideas. • Talk through problems as they arise.
• They want to talk through risks and concerns. • Develop mutual trust.
• Be honest and transparent. • Allow them to bring fears and questions to you as they
• Be consistent, ensuring your words and actions match up. arise.
• They focus on solving problems in effective ways. • Talk through any scary scenarios they are thinking about.
• Give them short timelines to help create action.

25
 Type Seven:
The Enthusiast
Sevens are defined by their desire to experience everything good and pleasurable the world has to
offer while avoiding pain, boredom and limitations. They avoid negative emotions and experiences and
focus instead on their imagination and zest for life to keep them moving forward and embarking on new
adventures.

Core motivation: To imagine a pleasurable future.

Key traits: Optimistic, thinking and moving quickly, focused on the future, imaginative, starting projects,
keeping their options open.

Strengths at work: Creative visioning and planning, brainstorming, maintaining a positive outlook,
enthusiastic supporters, keeping people’s spirits up, celebrating successes.

Challenges: Acting impulsively, feeling limited or constrained, resisting protocols and standard
procedures, discussing negative data or what’s not working (preferring to focus on the good), believing
they can get a job done quicker than it realistically will take.

Communication: Fast-paced, shares many ideas, weaves engaging stories, enthusiastic.

On a team: Sevens measure success by how much people are enjoying themselves and will seek ways to
add energy and optimism to the group. They see the potential in people and can often help those around
them in new and unexpected ways.

As a leader: Sevens lead through innovation, inspiring others with their ideas, enthusiasm and charisma.
They are comfortable being an agent for change and perceive multiple options when making decisions.

Misconception: Sevens will start many projects but it’s a misconception to think they won’t finish any of
them. Sevens can follow through when a project gives them the freedom to work their way, with support
from colleagues to help them get through the more tedious or detailed parts of the project.

26
Development focus: Sevens shift from being enthusiastic to being focused when they:

• Tell fewer stories and ask more questions.

• Moderate their energy and enthusiasm to match the situation.
• Prioritize their many ideas to follow through on the most important ones.

Facilitator Note: Sevens can bring a lot of energy and enthusiasm to the workshop. As their type description
comes towards the end of the nine types, you can keep them focused by giving them a mental activity to
do. For example, at the start of the workshop say “you can learn a lot from types that aren’t yours. As you
listen to the other types, notice what sounds like you and what doesn’t, and make a of that on your report. It can give
you a lot of insights at the end of the workshop.” Alternatively, frame the activity in terms of a current project the team
is working on.

Working with a Seven:

What’s great about working with Sevens Challenges for people who work with Sevens

• They make work fun. • They can overbook themselves and may arrive late
• They focus on what’s positive and lift morale. to meetings.
• They are creative and innovative. • Their excitement for a new idea can override the need
• They are friendly and diplomatic. to develop a workable plan.
• They encourage others to do their best. • They have a strong desire for freedom and may not
• They are funny and charming. provide much structure to others.
• They treat people as peers. • They can speak and move very quickly.
• They like to keep their options open.

When your manager is a Seven When you manage a Seven

• They will encourage you to find fun in your work. • They prefer a hands-off approach.
• They prefer not to micromanage you. • They tend to be diplomatic and charming to maintain
• They want to brainstorm ideas with you. their freedom.
• They can avoid talking about what’s not working. • To engage them, focus on what’s working and
• They will develop a peer-to-peer relationship with you. what’s positive.
• Allow time for brainstorming.
• Talk through their assumptions about how an idea
will be implemented.

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 Type Eight:
The Challenger
Eights see themselves as strong and seek to stand up for injustice and unfairness. They rarely see
themselves as having vulnerabilities or weaknesses and believe they can handle pretty much anything
that comes their way. Eights have easy access to their anger. As a result, they may intimidate others.

Core motivation: To be strong and powerful so they can protect others; to be in control of their life.

Key traits: Independent, action-oriented, decisive, assertive, protective, inspiring with lots of energy.

Strengths at work: See the big picture, self-confident, authoritative, creating order, mentoring others,
overcoming obstacles quickly, practical, standing up for others, big-hearted and generous.

Challenges: Impatient with slow-moving people or projects, waiting (they prefer to rush to action),
overlooking the value of diplomacy, not appreciating their impact on others.

Communication: Direct, straightforward, candid, can easily engage in conflict.

On a team: Eights happily will work for a leader who has taken charge and is managing the team well. If
they are not, the Eight will find themselves taking control or taking over. They are comfortable in teams
that work independently but may need more practice at collaborative work where everyone is an equal
contributor.

As a leader: Eights are natural leaders, making things happen with their strategic vision, honesty,
boldness and action. They create clear goals for people and a fair and honest working environment.

Misconception: Eights are often labeled as bullies. In reality, they have an intense amount of energy and
use very direct language, which other types may find intimidating. Eights are just as likely to be bullied
as to be bullies.

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Development focus: To shift from being tough to being vulnerable, Eights must:

• Learn to soften their language.

• Slow down and listen to alternate viewpoints.
• Review the analysis before taking action.
• Share personal stories with others to build greater connection in their relationships.

Facilitator Note: In a workshop, Eights are quick to speak up, give their opinion and offer their perspective.
Be prepared for them to ask questions directly.

Working with an Eight:

What’s great about working with Eights Challenges for people who work with Eights

• They say what they think. • They may take action too quickly and not think
• They are comfortable with having a productive debate. things through.
• They have your back. • They can be overly assertive.
• They see the big picture. • They can steamroll people who get in the way of
• They work really hard. forward progress.
• They delegate well. • They may not listen to others.
• They are generous and interested in empowering others. • They can overlook important details.
• They aren’t afraid of big goals. • They can struggle to empathize with colleagues
under stress or emotional strain.

When your manager is an Eight When you manage an Eight

• They will tell you what needs to be done. • They are dedicated to their work.
• They will allow you to work independently. • They prefer to know the big picture and overall plan.
• They will be direct with feedback, positive or negative. • They prefer to work independently and
• They will support your development goals. not be micromanaged.
• They want you to be upfront when you need support or • They are confident and may challenge your decisions.
hit a roadblock. • Be direct and kind with feedback, and give it in private.

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 Type Nine:
The Peacemaker
Nines are defined by their desire to live in peaceful harmony with their environment. They want a sense
of balance and calm, inside and out, and try to ensure that nothing disturbs their peace. While Nines
tend to be easygoing and accepting of what is happening around them, they can become resistant and
stubborn when something threatens to throw them off balance.

Core motivation: To maintain a sense of peace and harmony.

Key traits: Easygoing, accommodating, collaborative, patient, supportive, finding middle ground.

Strengths at work: Seeing all sides of an issue, seeking consensus, trustworthy, humble, friendly,
approachable, listening, rapport-building.

Challenges: Reluctant to share their opinion, avoids conflict and tension, adjusts too much to
accommodate others, dislikes being told what to do.

Communication: Relaxed and open, supportive, good-natured, listening to others’ priorities.

On a team: Nines are happy to let others take the lead as long as the team maintains a cooperative spirit
and everyone’s opinions are heard. They will encourage team members to share their opinions and aim
to create an inclusive environment. Nines do not like being told what to do and can become passive-
resistant if they have not been consulted or included. That includes indicating they are on board with a
decision, such as by staying silent or looking like they agree, while in fact, being non-committal about
the plan.

As a leader: Nines are diplomatic leaders who consider all viewpoints before making a decision. They
are patient and respectful as they strive to build a collaborative environment based on consensus and
win-win decisions.

Misconception: Nines are often labeled as lazy or pushovers. In reality, they work incredibly hard on other
people’s agendas; they simply forget their own priorities. They definitely will not do something they don’t
want to but will resist it quietly through passive resistance rather than speak up about it directly.

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Development focus: Nines shift from maintaining harmony to sharing their agenda when they:

• Have the time to reflect on what’s important to them.

• Express their thoughts, ideas and feelings.
• Are clear on whether they are agreeing or disagreeing with something.

Facilitator Note: Nines can be hesitant to share in workshops if they feel the environment is tense in some
way. Nines also need time to process what’s important to them. Hence, we recommend emailing the team
a week in advance of the workshop, giving everyone time to review their report and reflect on their type
in the workplace.

Working with a Nine:

What’s great about working with Nines Challenges for people who work with Nines

• They make people feel accepted. • They may be unwilling to take a stand unless there
• They know how to listen to people and really hear what is consensus.
they are saying. • They may hold back from sharing their
• They model humility. complete perspective.
• They look for ways to improve the system and processes • They may say “yes” to doing something but really
so people have better work experiences. mean “no”.
• They find ways to defuse tension. • They may not take initiative, even when they are
• They easily share power with others. the leader.
• They work very hard to further the aims of the team/ • They can procrastinate and slow down work processes.
organization.

When your manager is an Nine When you manage an Nine

• They will be very approachable and easy to talk to about • They are cooperative and hardworking, especially if you
a variety of things. have a good relationship with them.
• They will promote you so you can succeed. • Let them know you value their opinion.
• They want to have a harmonious relationship with you. • Ask for and include their input.
• They will listen to your input. • Build a good relationship with them.
• They prefer it if you are a team player. • Recognize their contributions in private.
• Provide them with clear expectations.

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 SECTION 3: USING THE ENNEAGRAM
TO DEVELOP YOUR TEAM

In this section, we explore how you can use the Enneagram to help your team work together more
effectively. While there are many applications for the Enneagram in the office, this section focuses on
the following:

• Communicating and collaborating effectively.

• Managing conflict.
• Building inclusive teams.

Each section provides information on each type and how to adapt your interpersonal style to suit each
type. Each of these topics is also covered in the workshop slides, which include activities and discussion
prompts around each topic and can be a great starting point for introducing these topics to your team.

Communicating and Collaborating Effectively

We communicate in many ways — in group meetings, one-to-one conversations, over email, phone calls,
text messages, Zoom calls, conferences, presentations, Slack, social media and more. We might believe
that we are communicating clearly, but misunderstandings are more common than we appreciate. In
part, this is because we see the world through a single focus, so there are many things we naturally
overlook or undervalue. When two people with different worldviews come together to collaborate on a
pitch or a project, miscommunication follows.

Better communication and collaboration with our colleagues starts by accepting that we can improve —
think of each interaction or conversation as a way to create clarity. Knowing your own Enneagram type
will help you be aware of your natural communication style and how others can misinterpret it. It can also
help you adapt your style to better get your message across.

When you know someone else’s Enneagram type, you understand the deeper motivation behind their
message and questions. This gives you the ability to listen with greater openness and compassion and
ask questions to find common ground rather than assuming an agreement can’t be reached.

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The table below provides a brief outline of what each type naturally focuses on, their naturally focuses on
and how to adapt your style to more effectively communicate with that type.

There is no right or wrong way to communicate, only that we need to be aware of our default style so we
can moderate it as needed.

Enneagram Focuses on Natural Communication If talking to this type, try to:

Type Style

One • Maintaining high standards. • Structured, logical, organized, • Be clear, specific and detailed.
• Correcting errors. serious, detailed, precise, direct. • Focus on improvement.
• Doing things the right way. • Ask for their opinion.

Two • Having good relationships. • Personal, warm, friendly, positive, • Talk in the first person.
• Befriending people. appreciative, diplomatic, caring. • Provide positive feedback.
• Being considerate. • Share your feelings.

Three • Achieving success. • Efficient, quick, clear, positive, • Align around results.
• Gaining rewards. goal-oriented. • Go straight to the point.
• Goals, tasks. • Respect their time.

Four • What’s missing or lacking. • Passionate, vivid, emotional, • Be emotionally sensitive.

• Creating understanding. authentic, empathetic. • Ask if they feel understood.
• State of relationships. • Tell the truth.

Five • Sharing data / knowledge. • Calm, precise, objective, • Provide data.

• Maintaining privacy. detached, formal, rational. • Discuss the information.
• Conserving resources. • Provide reflection time.

Six • Forecasting problems. • Asking questions, sharing • Take their concerns seriously.
• Troubleshooting. scenarios, analytical, thoughtful, • Share your concerns.
• Being prepared. insightful. • Be transparent.

Seven • What’s positive. • Optimistic, creative, • Ask about what’s working.

• Future possibilities. brainstorming, quick, charming, • Focus on the positive.
• Future plans. tangential. • Allow time for brainstorming.

Eight • Taking bold action. • Clear, direct, confident, assertive, • Be direct but not rude.
• Unfairness / injustice. big picture. • If you disagree, say so.
• Being strong. • Use the first 10 seconds well.

Nine • Seeing all sides. • Friendly, humble, listening, • Build rapport first.
• Adapting to others. supportive, understanding, • Listen without interruption.
• Maintaining harmony. agreeable. • Consider their perspective.

33
Suggested team discussion

Ask your team to review their Enneagram for the Workplace report and the above table, and ask them to
make a note of the following:

• How do you communicate when you are at your best?

• How do you communicate when you are not at your best?
• How do those styles (best and not best) affect the quality of your work? Others work? The outcome of
the task/project?
• What stands out on the table to you? Does it remind you of specific conversations or situations?

Managing Conflict

The most successful people are the ones who can manage conflict as it arises. At work, people disagree
on all sorts of things from strategy decisions and resource allocation to rewards, goals, responsibilities
and so on. Conflict is a part of organizational life — and an important part. Exploring differing, and at
times opposing, views is crucial for avoiding groupthink and creating better services and solutions.

Few people are keen on conflict, but it’s not a universal experience. What constitutes conflict differs
for everyone, and every type reacts differently to discomfort and tension. When you know your type and
someone else’s type, it can give you some clues as to the underlying misunderstanding.

The following table briefly describes some of the common triggers that lead each Enneagram type to
experience conflict. It also describes the natural strengths each type uses to resolve conflict and, when
you are in conflict with a specific type, some strategies to help defuse tension and help each type feel
heard and respected.

34
Enneagram Focuses on Natural Communication If talking to this type, try to:
Type Style

One • Others breaking the rules. • Drive to do the right thing. • Present logical arguments.
• Differing views on what’s right. • Objectively considering evidence- • Help them see the positives.
• Seeing unfairness. based arguments. • Recognize their good intentions.

Two • Feeling unappreciated. • Diplomatic, caring empathetic. • Understand their emotions.

• Being excluded. • Creating rapport. • Provide positive feedback.
• Their needs not being met. • Supportive of different viewpoints. • Hear them out.

Three • Obstacles to goals. • A positive, can-do attitude. • Clarify issues around the goals.
• Being slowed down. • A commitment to achieving • Help them save face.
• Looking bad. the goal. • Identify the obstacles.

Four • Being misunderstood. • Surfacing issues that need to • Hear them out fully.
• Inauthentic people. be discussed. • Respect their emotions.
• Creative vision isn’t • Intuitive, empathetic. • Be honest and transparent.
respected. • Desire for understanding.

Five • Dealing with emotions. • Calm under pressure. • Give them time to process.
• Boundaries not respected. • Objective and rational. • Avoid expressing emotions.
• Being pressured to share • Thoughtful and well-informed. • Stay rational.
more than they want to.

Six • Inconsistent behavior. • Analytical, insightful. • Focus on objective data.

• Unanswered questions. • Honest about what’s not working. • Be honest.
• Misuse of power. • Committed to solving problems. • Allow them to express doubts.

Seven • Focusing on negative data. • Positive attitude. • Reassure them that the conflict.
• Freedom being limited. • Creative, out-of-the-box solutions. can be resolved.
• Being told what to do. • Envisioning different possibilities. • Start with the positive points.

Eight • Action is blocked by • Fearless, confident. • Hold your ground.

indecision or incompetence. • See the big picture. • Engage in constructive discussion.
• Being kept out of the loop. • Stay engaged in the process.

Nine • Being overlooked. • Mediating. • Ask for their perspective.

• Being told what to do. • Listening to others. • Focus on a positive outcome for others.
• Seeing others mistreated. • Humble, supportive. • Contain strong emotions.

35
Suggested team discussion

Ask your team to review their Enneagram for the Workplace report and the above table, and ask them to
make a note of the following:

• How do you define conflict?

• Recall some recent situations that felt tense; what triggered you?
• How do you respond to tension initially?
• How does that affect you? Others?
• How does that impact your effectiveness at work?
• What stands out on the table to you? Does it remind you of specific conversations or situations?

Building Inclusive Teams

Building a diverse and inclusive team does not mean you have to have all nine types represented on
your team. It does mean creating a climate of trust where all the team members are seen, heard and
respected in a way that is meaningful to them – and that they can do the same for others.

When we interact with others at work or seek to collaborate on a project, we unconsciously ask
ourselves whether our contributions will be valued and taken seriously or if they will be dismissed. And
we do that through the lens of our type.

We also unconsciously exclude people through the lens of our type. That happens when we overvalue
our own perspective, as per our Enneagram type, and undervalues someone else’s. That can look
like interrupting or disagreeing with others, or not being able to listen to their point of view without
thinking of our own agenda.

While the Enneagram helps us understand the value of the other types in theory, it can be hard to put
that into practice. It’s even harder in a dynamic working environment with so many competing needs
and agendas.

You can use the Enneagram to become more aware of your own team’s dynamic. When you know the
profile of your team, use the table below to start to understand the areas in which your team is inclusive
and where it isn’t. Remember, all of this is unconscious. It takes time to help people see these patterns
of behavior and take steps to change them.

36
 Enneagram Focuses on Natural Communication If talking to this type, try to:
Type Style

One • Seeing only one right way. • Listen to others’ ideas and • Others are truthful, transparent,
opinions and focus on what you non-judgmental and collaborative.
can learn from it.

Two • Prioritizing people they • Being open to people with • They feel needed, supported and
like and feel connected to. different values and approaches. able to express their views.

Three • Overlooking people who • Become aware of your own • Their input is valued, respected
aren’t certain or confident. uncertainty and concerns about and acknowledged; their work is
a project. taken seriously and others pull
their weight.

Four • Feeling they are lacking • Focusing on their own positive • Their authenticity is embraced
something. qualities and staying connected and they can explore their
with others. creative ideas.

Five • Isolating or withdrawing • Staying connected to people. • They are kept informed, time
from others. constraints are respected and
there are no surprises.

Six • Seeing others as a threat • Figuring out which threats are • Their concerns are taken seriously
to themselves or the real and which are imagined. and they can contribute to solving
project. the problem.

Seven • Interrupting others with • Practice listening more. • Their ideas, competence and
new ideas. energy are valued and they can act
without too much restriction.

Eight • Moving into action before • Be open to people you might • They are able to lead, are
hearing others’ views. ordinarily dismiss. challenged and can be direct.

Nine • Disengaging from people • Engaging with feelings of discomfort • You avoid interrupting, ask for
they feel uncomfortable about. and noticing passive-resistance. their opinion and maintain
eye contact.

Suggested team discussion

Ask your team to review their Enneagram for the Workplace report and the above table, and ask them to
make a note of the following:

• What does inclusion feel like to you? How would you describe it?
• On projects, what do you naturally value, champion or prioritize?
• What do you unconsciously discount or overlook?
• How might you make space to hear other styles and perspectives?
• What stands out on the table to you? Does it remind you of specific conversations or situations?
37
 SECTION 4: EXPLORING YOUR TEAM
DYNAMIC

Every team member enjoys knowing each of their colleagues’ Enneagram types. They can also learn a lot
from discussing their team’s profile. In this section, we explain how to create a team profile to use in your
workshop together with a framework for helping you explain the strengths and blind spots of your team.

Creating an Enneagram Profile for Your Team

A Team Profile consists of:

1. A map of your team’s Enneagram results.
2. A list of strengths and weaknesses based on those results.

Part 1: Creating the map

To create the map, start by converting your team’s results into percentages of each type and add them to
the image of the Enneagram symbol in your copy of the Enneagram @ Work slide deck. Alternatively, you
can create your own using paper, a whiteboard or a digital version.

Start by identifying the percentage of each Enneagram type that is represented on the team. To do this:

1. Identify each team member’s highest scoring type.

2. Count how many of each type you have on the team.
3. Divide by the count for each type by the total number of people on the team to get the percentage for
each type.

38
For example, imagine you have 15 people on your team. Of those, three people are Type One, four people
are Type Three, one person is Type Four, two people are Type Six, and five people are Type Eight. So the
percentage breakdowns would be as follows:

• Type One - 20%

• Type Three - 27%
• Type Four - 7%
• Type Six - 13%
• Type Eight - 33%

Map these results onto the Enneagram symbol and you have your team map. See the example below.

Peacemaker
Team Map 0%
9
Challenger Perfectionist
33% 8 1 20%

Enthusiast Giver
0% 7 2 0%

Skeptic Achiever
6 3
13% 27%

5 4
Investigator Individualist
0% 7%

39
Part 2: Identifying team strengths and weaknesses

Aim for a list of five strengths and three challenges. Add them to the team profile slide in your copy of
the workshop slides, or simply read them out when looking at the team profile if you are not using slides.

While you can build this list from the profiles of each of the nine types, it’s easier to understand a team
through the lens of the Centers of Intelligence as each center shares similar strengths, challenges,
communication styles and values.

As a reminder,
• The Body types are Types Eight, Nine and One. As these types focus on taking practical action, they can
also be referred to as the Action Center.
• The Heart types are Types Two, Three and Four. As these types focus on relating and connecting with
others, they can also be referred to as the Relating Center.
• The Head types are types Five, Six and Seven. As these types focus on analyzing information, they can
also be referred to as the Analytical Center.

See the table below for an overview of the strengths and challenges of each Center of Intelligence.

Strengths of Each Center

Body / Action Center Heart / Relating Center Head / Analytical Center

• Taking effective action. • Building relationships. • Planning.

• Being practical. • Reading people. • Insights.
• Creating order and structure. • Relating to others. • Analysis.
• Controlling situations. • Empathizing. • Brainstorming.
• Directness. • Affirming others. • Delaying action.

40
Challenges When Overusing Each Center

Body / Action Center Heart / Relating Center Head / Analytical Center

• Black-and-white thinking. • Being too flexible. • Taking action.

• Delaying action to consider the • Needing extra approval. • Needing certainty.
options. • Focusing on own requirements. • Worrying about the future.
• Being open to alternatives. • Needing to stand out. • Overanalyzing/over-planning.
• Stopping action.

Communication Style of Each Center

Body / Action Center Heart / Relating Center Head / Analytical Center

• “The right way to go is…” • “I feel like going this way” • “I think this is the way to go”
• “What do you need to do?” • “What does your heart say?” • “Does this make sense to you?”
• “Give me an example” • “I believe in you” • “Have you considered…?”
• “It’s either a yes or a no” • “I appreciate our connection” • “What about these variables?”

Values of Each Center

Body / Action Center Heart / Relating Center Head / Analytical Center

• Congruency. • Connection. • Safety.

• Consistency. • Coherence. • Security.
• Order. • Approval. • Certainty.
• Justice. • Recognition. • Testing.
• Fairness. • Affirmation. • Mental stimulation.

What does this mean?

If a team predominantly consists of a single center, it will prioritize the skills and values of that center
while potentially overlooking the qualities of the other two. That can be a strength or a blind spot
depending on the team’s function and objectives. So, it’s essential to view a team’s profile through the
lens of its purpose
41
In our example team, 53% are Body or Action types (Types Eight and One). Most of this team’s strengths
will be influenced by this combination. Next are the 34% Heart or Relating types (Types Three and Four).
They also will influence the team in some way. Finally, the team comprises 13% Head or Analytical types
(Type Six). As this type is in the minority, they may feel that their strengths are being overlooked or not
appreciated.

Note: Add these percentages to the slide “Strengths by Center.”

Based on this composition, you could The challenges of this

say the strengths of this team include: team include:

• Taking action. • Slowing down.

• Finding practical solutions. • Creating work/life balance.
• Being decisive. • Delaying action to consider
• Adapting to changing circumstances. alternatives.
• Troubleshooting.

There is always a difference between theory and reality, however. Use the list as a basis for a team discussion
on their actual strengths and challenges, as they see them.

Team Profile 9
8 1
• Taking action.
• Finding practical solutions.
STRENGTHS

• Being decisive.
7 2
• Adapting to changing circumstances.
• Troubleshooting.

6 3
CHALLENGES

• Slowing down.
• Creating work/life balance.
• Delaying action to consider alternatives. 5 4

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 PART 2: WORKSHOP SCRIPT
& ACTIVITIES
This section will help you present the Enneagram concept and results in a workshop for your team, using
the Enneagram @ Work slides.

Included in this section:

• How to prepare for and set up the workshop.
• A script to assist you when presenting the Enneagram @ Work slides.
• Activities to encourage discussion and deepen understanding of the concepts as they apply to your team.

Preparing for the Workshop

Whether you run the workshop virtually or in person, there are a few things you need to know to run an
engaging, interactive and practical workshop.

If you’re in a conference room: If you’re running the workshop online:

• Make sure there is enough space for smaller • Ensure you have the functionality to split
breakout discussion groups. the group into smaller breakout sessions.
• When using slides projected on a large screen, • Ensure you can present the slides and see
have the script available on another screen or the script at the same time. It may be helpful
printed out so you can refer to it easily. to have two screens: one to present your
slides and one for you to refer to.

43
You may read the script exactly as written or use it as a starting point to design your own presentation. If
you are presenting to a group with a specific goal in mind, you may want to incorporate the goal-specific
information and activities at the end. Either way, take the time to read through and practice saying the
script out loud before the event.

Note: For simplicity, the team map and profile appear in the slides and script after the introduction of nine
types. However, many teams prefer to have a copy of the team map before being introduced to the nine
types. Given that, you may wish to include that slide in the introduction or give your team the map as a
handout.

The activities are designed to help the participants apply what they have learned about their type from
their report or from the workshop. These small-group discussions focus on communication, conflict and
teamwork. They not only make the workshop more interactive and enjoyable, but they are also where real
learning takes place. So, don’t skimp on these.

Note: the larger the group, the more time you will need to allocate for discussion. As a default, we suggest
small group discussion times of 5-7 mins. This is based on a group of 3-4 people. Use this as a guide for the
activities, rather than as a mandate.

Setting up the Workshop

Do the following to prepare in advance of the workshop:

1. Ensure everyone on the team has plenty of time before the workshop to complete the Enneagram
for the Workplace assessment. We recommend completing the assessments at least a week before
the workshop. This gives everyone time to read and process their report, as well as watch videos on the
other types (see the links in the resources section). Remind people to bring a copy of their report to the
workshop, or print copies yourself and provide them to the participants at the start of the workshop.

2. Update the slides to reflect your team’s profile. Make a copy of the slide presentation and fill in the
relevant slides about your team. Update the Team Map and Profile slides based on the results of your
team’s assessments. Refer to Part 1, Section 4 (Exploring your Team Dynamic) for guidance.

3. Feel free to edit the slides and scripts freely to fit the needs/interests of your team.

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The Script

The workshop is divided into four sections:

1. Introduction: What is the Enneagram? 3. Applying the Enneagram to Work

2. Overview of the Nine Types 4. Exploring Our Team Dynamic

SECTION 1 provides an overview of the Enneagram, how it helps in the workplace and some general
guidance for what to remember when using the Enneagram.

SECTION 2 provides an overview of each of the nine types, focusing on its strengths, challenges and
suggestions for development. Here, you will invite people to discuss how each type description resonated
with them and how they see it showing up in the team and workplace.

SECTION 3 focuses on applying what you have learned to your work and the team. Here, participants will
split into smaller discussion groups to explore topics like communication, conflict and building inclusive
teams. (Decide in advance which of these topics you want to cover and update the slides accordingly.)

SECTION 4 explores your team dynamic through the lens of the Enneagram and the insights it provides
about how you work. The team will also discuss what, if anything, they would change about how they work
based on these insights. (Decide in advance which of these topics you want to cover and update the slides
accordingly.)

45
 INTRODUCTION

Slide 1-2: Enneagram @ Work

Welcome to our workshop on the Enneagram @ Work. The Enneagram is a bit different from other
personality tools you may have used, as it’s focused on our deeper motivations, not just our behavior.
This means you may have found your report a little uncomfortable to read, and that’s pretty normal. We’ll
talk more about that shortly.

Slide 3: Agenda

In this workshop, we’ll cover:

• What the Enneagram is and how it helps people develop in the workplace, plus some general guidelines
for using the Enneagram tool responsibly.
• A snapshot of our team, so you can see the percentages of our test results before we review and discuss
each of the nine types.
• How to apply the Enneagram @ Work. You will need your Truity Enneagram for the Workplace report for
this, so make sure you have that to hand. We’ll discuss communication, conflict and teamwork, before
diving into our team dynamic and what we can learn about our team.

We will take a short break after we review each of the nine types.

Slide 4: Objectives

The aim of this workshop is that, by the end, you have a deeper understanding of your Enneagram type in
action so you can see both the strengths and challenges of it at work. And also, that you have some ideas
about how to apply this knowledge to your work and ways to include it in your development plan. As you
have seen, the reports are really detailed, so the aim is to identify just one thing you want to focus on. And
that can be simply to observe your core traits in action.

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Slide 5: Your Objectives (ACTIVITY)

Before I explain more about the Enneagram, I know this is a new tool for many people, so I want to give
you an opportunity to make a note of your objectives for the workshop. Take a minute to write down what
you would like to know about the Enneagram, about yourself and your team from this workshop. Our aim
will be to answer all those questions during the workshop.
[Give people 1 minute to individually write down their answers. No need for group discussion just yet, you’ll
ask people for their questions shortly.]

Slide 6: How Can The Enneagram Help People Develop in the Workplace?

Let’s get started with an overview of what the Enneagram is and why it’s useful in the workplace. And we’ll
start by watching this 3-minute video.

Slide 7: Play Video

Slide 8-9: What is The Enneagram?

As you heard in the video, the Enneagram is a personality system that focuses on our habitual patterns and
automatic programming. These patterns developed as a natural and healthy response to our needs going
unmet in childhood. What are healthy adaptive strategies in childhood become defenses in adulthood,
and they cause us to see the world through a single lens. These defenses shape our feelings, thoughts
and actions. We approach every situation with the same hammer, not realizing we have a range of tools
we could draw on.

Each personality type has its own set of core motivations, fears, strengths, blind spots and opportunities
for personal growth, as you will have seen in your report. And each type has entirely different pathways
for growth. So, by knowing your type, you can focus on the activities that will have the biggest impact on
your working relationships.

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By focusing on core drivers, the Enneagram supports us in developing our self-awareness and emotional
intelligence, while helping build empathy for the attributes of others.

The word Enneagram means “nine” and “something written or drawn” in Greek. The Enneagram has ancient
roots but became better known in the mid-20th century onwards when scholars and psychologists began
to expand on it for practical use.

The Enneagram is always represented by this symbol, a circle with nine points, and the interconnecting
lines represented by a triangle and an irregular hexagon. Today we are just focusing on the nine points,
but your report also explores the wings, which are the adjacent types, and the lines, known as the arrows.
You can read more about them in your report.

Slide 10: Quote

This quote by Beatrice Chestnut, a leading modern-day Enneagram scholar, sums up the Enneagram
approach nicely. It says “The Enneagram doesn’t put you in a box. You are already in a box, but just don’t
know it. The Enneagram helps you understand the box you are in, so you can get out of it.”

In other words, we aren’t able to see our worldview, and the strengths and limitations of that worldview,
or understand how others’ worldviews differ from ours. The Enneagram not only helps us see that but
gives us the tools to expand our worldview.

Slide 11: Using the Enneagram at Work

At work, the Enneagram helps us develop in a number of ways.

It helps us honor our strengths, reach our higher potential, improve our emotional intelligence, and
increase our compassion for ourselves and others. It reduces our reactivity when situations trigger
irritation, frustration, disappointment, sadness, excitement and so on. All of this helps us be more
effective on teams and in leadership roles.

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Slide 12: General Guidance

As the Enneagram is a powerful personal tool, it’s important to use it consciously and carefully. So, there
are a few guidelines and best practices I want to share with you before we get into the details.

1. Don’t tell others what type you see them as. Many people behave the same way but for very different
reasons. The only person who can truly know your type is you, because only you have direct access to
your inner world and inner motivations. It’s important to discover that for yourself and let other people
go on their own journey.

2. No type is better or worse than any other. As you read the descriptions, you might think one type
sounds awful and another sounds great. But all the types are equal and neutral. Any negative thoughts
you have are stemming from your type’s worldview, rather than being about that type.

3. Focus on investigating how your type can develop. Once you know your type, the best thing you can
do is spend time trying to observe your patterns and where you see them showing up at work. The more
clearly you can observe yourself in action, the more you can inquire about the underlying motivation and
then make a shift in how you show up in the future.

4. Type does not relate to competence, talent or skill in the workplace. This is definitely not a tool to
use when deciding whether someone is right for a role or a job. The Enneagram focuses on improving our
interactions with ourselves and others.

5. You are only one type. Throughout our lives, we are one Enneagram type; we primarily use a single
defense or motivation to navigate the world. And while we may mature and soften over time, our type
doesn’t change. In your Truity Enneagram for the Workplace report, you will see each type is listed with
a percentage next to it. That’s because we all contain elements of each of the nine types, but everyone
has one primary type.

6. The Enneagram has many layers, most of which are outside the scope of this workshop. I have
already mentioned wings and arrows, but there are others. If you would like to go deeper, I’m happy to
recommend some resources [see the resources list at the end of the guide].

Question:
• Have I answered all of your questions about the Enneagram so far?
• Have any new questions come up?
• Any questions before we move on to the nine types?

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Slide 13: The Nine Types

Let’s take a look at each of the nine Enneagram types. We’ll cover their worldview, strengths, challenges
and personal-development focus. I’ll then ask people how that description resonates with them, and how
it doesn’t. If you are that type, it’s helpful if you can share some specific examples of how you see your
type showing up at work, but that is optional.

For the types that aren’t represented in our team, make a note of the strengths of each and how our team
might benefit from having them.

Slide 14: Type One: The Perfectionist

Ones see the world through the lens of right and wrong, based on the standards and responsibilities they
grew up with. As they seek to be right and good, they tend to know the right way to do things, follow the
rules, have strong attention to detail and are quick to identify errors.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Ones in the room, how well does that type description fit you?
• Can you share a specific example of how injustice or unfairness shows up for you at work?

Slide 15: Type One: Growth Tasks

Type Ones shift from the one right way to being open to alternatives when they ask questions before
critiquing others’ suggestions, appreciate imperfection and things being ‘good enough’, and delegate
tasks to others.

If you are a type One, make a note of which of those you might want to practice.

Slide 16: Type Two: The Giver

Twos see the world through the lens of relationships and being liked. Hence, they focus on being likable,
smiling, listening and being friendly. They focus on what other people need and how to be of service.

At work, that looks like: [Read strengths and challenges on the slide]
50
Question
• For the Twos in the room, how well does that type description fit you?
• Can you share a specific example of how connection and approval is important for you at work?

Slide 17: Type Two: Growth Tasks

Type Twos shift from being helpful to being independent when they notice they are overstepping,
practice speaking plainly to people who prefer rational communication and aim to balance time spent
on relationships with time spent on performance or productivity.

If you are a type Two, make a note of which of those you might want to practice.

Slide 18: Type Three: The Achiever

Threes see the world through the lens of success and achievement, often based on receiving positive
tangible rewards like a trophy, cash bonus or positive feedback. As Threes focus on achieving awards,
they are quick to identify a clear goal and figure out the fastest way to get it done.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Threes in the room, how well does that type description fit you?
• Can you share a specific example of how recognition is important for you at work?

Slide 19: Type Three: Growth Tasks

Type Threes shift from needing to be seen as successful to focusing on what really matters when they
practice discussing failures, sharing their feelings, prioritizing collaboration over competition, and
slowing down to assess what matters in their life.

If you are a type Three, make a note of which of those you might want to practice.

51
Slide 20: Type Four: The Individualist

Fours are very comfortable experiencing intense emotions and see the world through the lens of their
connection or disconnection with others. Hence, they are quick to see what’s missing on a project,
channel their emotions into creative acts of self-expression and focus on living authentically.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Fours in the room, how well does that type description fit you?
• Can you share a specific example of how authenticity is important for you at work?

Slide 21: Type Four: Growth Tasks

Type Fours shift from longing to contentment when they see their positive qualities, look for the positive
in the present moment, and aim to see viewpoints that fall outside of their value system.

If you are a type Four, make a note of which of those you might want to practice.

Slide 22: Type Five: The Investigator

Fives see the world through the lens of data, facts and how to produce results by collecting and analyzing
the best information. They are intellectual and thoughtful and detach from emotions so they can review
the data objectively. They want to have the necessary knowledge before they engage in a conversation,
project or situation.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Fives in the room, how well does that type description fit you?
• Can you share a specific example of how mental stimulation, asking questions and having certainty is
important for you at work?

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Slide 23: Type Five: Growth Tasks

Type Fives shift from being knowledgeable to being open to connection when they ask questions even
when they think they know the answer, open up and share more personal information, and use humor to
engage with people.

If you are a type Five, make a note of which of those you might want to practice.

Slide 24: Type Six: The Skeptic

Sixes see the world through the lens of risk management. They anticipate issues arising and possible
danger and plan out a series of different scenarios of how to react or respond. They ask a lot of questions
in order to completely understand a scenario. Not all Sixes react to risk the same way. Some Sixes are very
risk averse, having a lot of doubt and anxiety. Some Sixes react by taking risks and being very assertive.
Regardless of which version you are, all of the following still apply.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Sixes in the room, how well does that type description fit you?
• Can you share a specific example of how risk assessment factors into your work?

Slide 25: Type Six: Growth Tasks

Type Sixes shift from being skeptical to trusting their competence when they take people at face value
and question their motives less, trust their own insights, skills and abilities, and work with people they
trust and use them as a sounding board.

If you are a type Six, make a note of which of those you might want to practice.

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Slide 26: Type Seven: The Enthusiast

Sevens see the world through the lens of entertainment, focusing on what sounds fun, exciting or
intellectually stimulating. They are deeply uncomfortable with negative emotions or uncomfortable
experiences, including boredom, and avoid them by imagining all the pleasurable things they could be
doing instead.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Sevens in the room, how well does that type description fit you?
• Can you share a specific example of how pursuing projects you are enthusiastic about factors into
your work?

Slide 27: Type Seven: Growth Tasks

Type Sevens shift from being overly enthusiastic to being focused when they practice telling fewer stories
and asking more questions, moderate their energy and enthusiasm to suit the situation, and when they
prioritize their ideas and say the most important thing first.

If you are a type Seven, make a note of which of those you might want to practice.

Slide 28: Type Eight: The Challenger

The Eight’s core motivation is to be strong. They see the world through the lens of power – who has it and
how well they are using it. Eights don’t always feel the need to be in charge if the person in charge is doing
a good job. If they aren’t, the Eight tends to find themself instinctually taking over.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Eights in the room, how well does that type description fit you?
• Can you share a specific example of how your instinct to move fast and take charge factors into
your work?

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Slide 29: Type Eight: Growth Tasks

Type Eights shift from being tough to being vulnerable when they listen carefully to alternate viewpoints,
explain their thinking before taking action, use tactful language, and share personal stories.

If you are a type Eight, make a note of which of those you might want to practice.

Slide 30: Type Nine: The Peacemaker

Nines see the world through the lens of peace and harmony as they aim to ensure everything is peaceful
and working well. They tend to focus on other people’s agendas, are adaptable and go with the flow, and
support others while not drawing attention to themselves.

At work, that looks like: [Read strengths and challenges on the slide]

Question
• For the Nines in the room, how well does that type description fit you?
• Can you share a specific example of how your need to maintain harmony factors into your work?

Slide 31: Type Nine: Growth Tasks

Type Nines shift from maintaining harmony to sharing their agenda when they reflect on what’s important
to them, share their agenda, ideas and feelings, and are clear on whether they are agreeing or disagreeing.

If you are a type Nine, make a note of which of those you might want to practice.

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 ACTIVITY

Before we take a short break, let’s split into type groups to discuss what you have learned about your type
and how you find yourself motivated by unfairness, connection or mental stimulation, depending on your
center of intelligence. (7 minutes.)

Facilitator Note: Break people into type groups, that is Ones meet with Ones, Twos meet with Twos, etc. If
you have some types without a pair, match them up with people of the same Center of Intelligence. And if
that is not an available option, ask them to join a type that connects to them by their arrows or wings.

[TAKE A 10-MINUTE BREAK]

Slide 32: Applying the Enneagram to Work

Now we’ll apply what we know about the Enneagram to specific work activities. You’ll need your Truity
Enneagram for the Workplace report for this.

Slide 33: Communicating Effectively

We are going to start by discussing how our Enneagram types communicate at work. Split into groups
of two to three people and discuss these questions. Refer to your personal experiences at work and the
“Improving Your Communication’’ section of your report for some conversation starters.

You’ll have 7 minutes.

[Group discussion: ask each group to share what they learned from their conversations]

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Slide 34: Managing Conflict

Another key issue to explore is conflict. We all experience conflict at work, but what it means to each of
us and how we react to it differs. Again, the Enneagram can help us understand how we react to conflict
and how we can shift into a more nuanced response.

Split into pairs to discuss these questions. Refer to the section on “Under Stress” in your report, and the
blind spots in the “Working with Others” section for conversation starters, but also refer to your past and
recent experiences.

You’ll have 7 minutes.

[Group discussion: ask each group to share what they learned from their conversations about how their
type responds to conflict in the workplace.]

Slide 35: Building Inclusive Teams

Next, we are going to discuss how we can build a more inclusive team. Each Enneagram type has a way it
naturally excludes people and a way it feels more trusted. We are going to explore what that means and
how we could start to build a more inclusive team.

Split into groups of two or three people to discuss these questions. Refer to the “Leadership Style” and
“On Teams” sections of your report for conversation starters, but also refer to your past and recent
experiences.

You have 7 minutes.

[Group discussion: ask each group to share what they learned from their conversations about the team]

Slide 36: Exploring Our Team Dynamic

Make sure you have updated the Team Map, Strengths and Profile slides in the deck.

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Slide 37: Our Team Map

These results represented our combined top score in our Truity Enneagram for the Workplace reports.
Based on our test results, our team has X% in the Action Center, X% in the Relating Center, and X%
in the Analytical Center.

Slide 38: Strengths by Center

To give context to those results, we can look at those results through the lens of the Centers of Intelligence.
The nine Enneagram types can be split into three groups of three, based on which Center of Intelligence
is dominant for that type.

Types Eight, Nine and One form the Action Center, which means they find it easier to take or maintain
action; they focus on practical, immediate solutions and create order and structure in some way. They
are keen to address unfairness or injustice in some way.

Types Two, Three and Four form the Relating Center, which means they are naturally more focused on
building relationships, relating and reading people to know what they want and need. They tend to be
more adaptable and flexible than other types.

Types Five, Six and Seven form the Analytical Center and they focus on analyzing data, planning for future
scenarios, brainstorming new ideas and managing complexity. They are also comfortable delaying action
until they have gathered the relevant information.

Based on our test results, our team has X% in the X Center, X% in the X Center and X% in the X Center.

Slide 39: Team Profile

Based on our test results, our team has X% in the Action Center, X% in the Relating Center, and X% in
the Analytical Center. And our corresponding blind spots are more likely to be X, X and X.

• Does this seem to reflect us as a team?

• Do you think they match our actual team strengths and blind spots?
• Now that we have explored the nine types and topics like communication, conflict and inclusivity, what
insights or does it bring up?

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Slide 40: Team Discussion

Let’s explore this more by discussing these questions.

[Unless the group is very large, for example, more than 10 people, have this discussion as a team. If more
than one team is present at the workshop, then split the group into actual teams.]

Slide 41: Takeaways

To wrap up our workshop, let’s just take a few minutes to answer these questions.

[Provide 1-2 minutes for individual reflection time]

It would be great to hear your insights and what you would apply from this workshop. Who would like to
share?

[Give everyone an opportunity to share but avoid making it mandatory.]

Slide 42: Resources

If you would like more information, let me know I have a range of links I can send you, but you can find
further information about the Enneagram on Truity’s website, blog and Youtube channel.

Any final questions?

Thanks for your participation today.

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 PART 3: OTHER RESOURCES
Truity has a range of articles and videos to help you gain greater insight into each of the nine types. We
have also included a few books we recommend if you are looking for additional resources for yourself or
your team.

Videos:

Overview of the Enneagram Type Five

Type One Type Six
Type Two Type Seven
Type Three Type Eight
Type Four Type Nine

Articles:

Overview of the Enneagram Type Five

Type One Type Six
Type Two Type Seven
Type Three Type Eight
Type Four Type Nine

How to Read an Enneagram Chart

Superpowers of Each Enneagram Type
How the Enneagram Types Communicate at Work

Books:

The Nine Types of Leadership: Mastering the Art of People in the 21st Century Workplace
The Enneagram Guide to Waking Up: Find Your Path, Face Your Shadow, Discover Your True Self

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