Bad leadership costs $8.9 trillion annually. That's 9% of global GDP vanishing into disengagement, according to Gallup's latest State of the Global Workplace report.
Only 21% of employees are engaged at work. The rest are sleepwalking or actively checked out. The data points to one factor above all others: the quality of their direct manager.
You have done the leadership training. Read the books. Maybe hired a coach. Yet something still does not click. Your team responds to other leaders differently than they respond to you.
After interviewing 500+ world-class performers, Tim Ferriss noticed a pattern: top leaders do not follow the same playbook. They have each found their own way.
The Enneagram maps nine distinct leadership operating systems. What makes one type inspiring makes another seem fake. What motivates one type’s team demoralizes another’s. (New to the Enneagram? Start with our quick overview.)
Here is the uncomfortable truth: you have probably been trying to lead like someone you admire rather than like yourself. And your greatest strength, overplayed, becomes your biggest liability.
Why Your Leadership Approach Backfires
The Uncomfortable Conversation Problem
Tim Ferriss observed something consistent across world-class leaders: “A person’s success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have.”
Most leaders avoid these conversations. Different types avoid different ones.
Every leadership strength tips into liability when overused:
- Decisiveness becomes steamrolling
- Empathy slides into people-pleasing
- Vision detaches from execution
- Analysis stalls action
- Harmony enables dysfunction
The Enneagram reveals which conversations you are ducking and why.
The Three Leadership Centers
Leaders operate from three centers. Each has a default mode and a blind spot.
Body/Gut Center (Types 8, 9, 1) Lead through action and instinct. Default to control and autonomy. The blind spot: anger-driven decisions that drive people away.
Heart/Feeling Center (Types 2, 3, 4) Lead through connection and influence. Default to managing image and relationships. The blind spot: performing a role instead of being real.
Head/Thinking Center (Types 5, 6, 7) Lead through strategy and planning. Default to security and competence. The blind spot: overthinking while opportunities pass.
Understanding your center reveals your autopilot mode. (For more on how each type behaves under stress, see our breakdown.)
The 9 Leadership Archetypes
Type 1: The Standard Bearer
Leadership Identity: “I lead by example and uphold standards”
Natural Style: Sets clear expectations. Models integrity and work ethic. Creates systematic processes. Ensures quality and consistency. Takes responsibility seriously.
What Teams Love: Knowing exactly where they stand. Clear guidelines. Fair, consistent treatment. Learning from a master of their craft. Ethical leadership they can trust.
What Teams Fear: Nothing is ever good enough. Constant criticism and correction. Rigidity that stifles creativity. Perfectionism that slows progress. Being judged for honest mistakes.
Superpower: Transforming chaos into order through systems and standards.
Kryptonite: Perfectionism that demoralizes teams and blocks delegation.
Reality Check: If you have rewritten an email more than twice this week, you are spending time on polish that nobody notices. Teams under perfectionistic leaders report higher burnout and less willingness to take creative risks.
The Fix: The “70% Rule.” If someone can do it 70% as well as you, delegate it. Your time is better spent on what only you can do.
Type 2: The Servant Leader
Leadership Identity: “I lead by empowering and supporting others”
Natural Style: Develops people’s potential. Creates warm, supportive culture. Anticipates team needs before they voice them. Builds strong relationships. Celebrates others’ successes publicly.
What Teams Love: Feeling personally valued. Support during challenges. Recognition and appreciation. Open-door accessibility. Genuine investment in their growth.
What Teams Fear: Emotional manipulation. Favoritism and inconsistency. Guilt trips about loyalty. Invasive personal interest. Hidden agendas wrapped in kindness.
Superpower: Creating loyalty through genuine care and development.
Kryptonite: Burnout from overgiving and a covert need for appreciation.
Reality Check: If you answered work emails during your last vacation, you are creating learned helplessness. Overly supportive leaders produce teams that cannot function independently.
The Fix: The “Help Budget.” Three assists per day. After that, ask questions instead of giving answers. “What do you think you should do?” builds capability faster than solving their problems.
Type 3: The Achievement Catalyst
Leadership Identity: “I lead by driving results and modeling success”
Natural Style: Sets ambitious goals. Creates competitive momentum. Optimizes for efficiency. Celebrates wins publicly. Adapts quickly when conditions change.
What Teams Love: Clear path to success. Recognition for achievements. Fast-paced advancement. Learning from a winner. Results-oriented clarity.
What Teams Fear: Being treated as expendable resources. Work-life balance destruction. Credit-stealing behavior. Image over substance. Ruthless competition culture.
Superpower: Transforming average teams into high performers.
Kryptonite: Sacrificing people and principles for results.
Reality Check: Can you name your top performer’s kid? If not, there is a gap between you and your team that they feel even if you do not. High performers leave managers who treat them like productivity units.
The Fix: The “Friday Human Check.” No metrics talk on Fridays. Just connection. Ask about weekends, hobbies, life outside work. It feels inefficient but builds the trust that makes everything else work.
Type 4: The Visionary Authentic
Leadership Identity: “I lead by bringing unique vision and depth”
Natural Style: Champions authenticity and creativity. Brings emotional intelligence to decisions. Sees unique potential in people others overlook. Creates meaningful work culture. Values depth over surface.
What Teams Love: Permission to be authentic. Creative freedom and expression. Deep, meaningful work. Unique team identity. Emotional validation.
What Teams Fear: Emotional volatility. Moodiness affecting decisions. Drama and intensity. Feeling inadequate or ordinary. Inconsistent availability.
Superpower: Creating deeply meaningful and creative work environments.
Kryptonite: Emotional turbulence that destabilizes team dynamics.
Reality Check: Has your mood determined a meeting’s outcome this week? Steve Jobs built Apple into a trillion-dollar company, but his emotional volatility drove away talent who could have contributed even more. Your team reads your energy before they hear your words.
The Fix: The “Emotional Weather Report.” Start meetings by naming your state. “I’m at 60% today. It’s not about you.” This simple disclosure stops your team from wondering what they did wrong.
Type 5: The Strategic Architect
Leadership Identity: “I lead through expertise and strategic thinking”
Natural Style: Develops innovative strategies. Makes data-driven decisions. Provides technical expertise. Respects autonomy and competence. Minimizes unnecessary interaction.
What Teams Love: Intellectual stimulation. Autonomous working style. Competence-based respect. Strategic clarity. No micromanagement.
What Teams Fear: Emotional disconnection. Isolation and minimal feedback. Over-complexity. Hoarding information. Lack of team cohesion.
Superpower: Solving complex problems through innovative thinking.
Kryptonite: Detachment that leaves teams feeling unsupported.
Reality Check: When did you last have lunch with your team? Bill Gates evolved his leadership style over decades. Microsoft’s culture shifted when he learned to pair technical brilliance with connection. Knowledge without presence creates a vacuum your team fills with assumptions.
The Fix: The “Office Hours Rule.” Two hours weekly with an open door, no agenda required. Just availability. Your team needs access to you, not just your decisions.
Type 6: The Protective Strategist
Leadership Identity: “I lead by ensuring security and preparedness”
Natural Style: Anticipates problems and risks. Builds loyal, cohesive teams. Creates backup plans. Questions and verifies thoroughly. Protects team from external threats.
What Teams Love: Feeling protected and secure. Thorough preparation. Loyalty and reliability. Collaborative decision-making. Risk awareness.
What Teams Fear: Anxiety contagion. Analysis paralysis. Constant worst-case scenarios. Trust issues and suspicion. Indecisiveness under pressure.
Superpower: Building bulletproof strategies and loyal teams.
Kryptonite: Anxiety that creates the very instability you fear.
Reality Check: How many “what if” scenarios did you run through today? Andy Grove’s “Only the paranoid survive” built Intel, but paranoia is contagious. Your team picks up your anxiety even when you do not voice it. Worst-case thinking, unchecked, becomes self-fulfilling.
The Fix: The “Best Case Plan.” For every disaster scenario you map, force yourself to map one where everything goes right. This is not naive optimism. It is balance. Your natural caution becomes an asset when paired with possibility.
Type 7: The Inspirational Innovator
Leadership Identity: “I lead by inspiring possibility and innovation”
Natural Style: Generates enthusiasm and energy. Promotes innovation and experimentation. Creates positive, fun culture. Connects diverse ideas and people. Maintains optimism through challenges.
What Teams Love: Exciting vision and possibilities. Fun, energetic environment. Freedom to experiment. Positive reframing of challenges. Network connections.
What Teams Fear: Lack of follow-through. Avoiding difficult conversations. Too many priorities. Glossing over problems. Commitment issues.
Superpower: Transforming challenges into opportunities through optimism.
Kryptonite: Avoiding necessary negativity and difficult decisions.
Reality Check: How many initiatives did you start but not finish this quarter? Richard Branson has launched hundreds of Virgin ventures. Most people only remember the successes. Your team remembers the abandoned projects and the context-switching that exhausted them.
The Fix: The “One Thing Rule.” No new project until the current one hits a milestone. Not finished, just a clear milestone. This constraint channels your creative energy instead of scattering it.
Type 8: The Commanding Force
Leadership Identity: “I lead by taking charge and protecting my people”
Natural Style: Makes bold, quick decisions. Protects team fiercely. Challenges people to grow. Takes on the biggest obstacles. Creates powerful momentum.
What Teams Love: Decisive, strong leadership. Protection from politics. Direct, honest communication. Empowerment to act. Clear power dynamics.
What Teams Fear: Aggressive confrontation. Bulldozing opposition. Vengeance and retaliation. Emotional insensitivity. Power struggles.
Superpower: Breaking through obstacles with sheer force of will.
Kryptonite: Intimidation that creates compliance instead of commitment.
Reality Check: Do people agree with you quickly? Quick agreement usually means fear, not conviction. Jack Welch transformed GE but left behind burned-out executives and a culture that took decades to repair. Winning the argument does not mean winning the outcome.
The Fix: The “Power With” Practice. Ask “What do you think?” before stating your opinion. Then wait. A full ten seconds of silence. Real answers take time when people are used to being overridden.
Type 9: The Consensus Builder
Leadership Identity: “I lead by creating harmony and inclusive decisions”
Natural Style: Builds consensus and buy-in. Creates inclusive environment. Mediates conflicts diplomatically. Sees all perspectives. Maintains steady calm.
What Teams Love: Inclusive decision-making. Peaceful work environment. Being heard and valued. Steady, calming presence. Fair mediation.
What Teams Fear: Conflict avoidance. Delayed difficult decisions. Passive-aggressive responses. Lack of clear direction. Being too accommodating.
Superpower: Creating harmony and buy-in across diverse groups.
Kryptonite: Avoiding necessary conflicts that fester into bigger problems.
Reality Check: Are you sitting on a decision right now? One you have been sitting on for days or weeks? Satya Nadella transformed Microsoft with a consensus-building approach, but he also learned when to stop gathering input and decide. Harmony without direction is comfortable stagnation.
The Fix: The “Decision Timer.” Forty-eight hours max on any decision. A reversible wrong decision beats no decision. Your team would rather course-correct than wait indefinitely.
Leadership Strengths by Type
| Type | Core Strength | When It Shines | Unique Value |
|---|---|---|---|
| 1 | Quality Standards | Process improvement, compliance | Creates excellence culture |
| 2 | People Development | Team building, mentoring | Builds loyalty and engagement |
| 3 | Results Delivery | Tight deadlines, competition | Achieves the impossible |
| 4 | Creative Vision | Innovation, differentiation | Brings meaning and uniqueness |
| 5 | Strategic Analysis | Complex problems, planning | Provides expertise and insight |
| 6 | Risk Management | Crisis preparation, security | Ensures stability and safety |
| 7 | Innovation Energy | Brainstorming, pivoting | Maintains morale and possibility |
| 8 | Decisive Action | Crisis, confrontation | Breaks through barriers |
| 9 | Harmony Building | Diverse teams, mediation | Creates inclusive culture |
Fatal Leadership Flaws
Type 1: The Criticism Cascade
The Pattern: High standards create a culture of fear. People hide mistakes, which leads to bigger problems down the line. The Fix: Run “learning from failure” sessions where mistakes get analyzed without blame.
Type 2: The Burnout Spiral
The Pattern: You give until depleted, then resent your team for not appreciating you enough. The Fix: Schedule non-negotiable self-care and set clear boundaries about your availability.
Type 3: The Human Calculator
The Pattern: You treat people as productivity units, creating turnover and disengagement. The Fix: Run regular “human check-ins” separate from performance discussions.
Type 4: The Emotional Rollercoaster
The Pattern: Your moods dictate team atmosphere, creating instability and a walking-on-eggshells culture. The Fix: Develop emotional regulation practices and communicate your internal state clearly.
Type 5: The Ivory Tower
The Pattern: You withdraw into strategy while your team flounders without guidance. The Fix: Schedule regular “office hours” for team interaction and support.
Type 6: The Anxiety Amplifier
The Pattern: Your worst-case thinking creates the very instability you are trying to prevent. The Fix: Practice “best-case scenario” planning to balance your natural pessimism.
Type 7: The Shiny Object Syndrome
The Pattern: You chase new opportunities before completing current initiatives, exhausting your team. The Fix: Enforce a “one thing complete before next thing starts” rule.
Type 8: The Scorched Earth Policy
The Pattern: You win battles but lose wars by destroying relationships in pursuit of goals. The Fix: Practice “power with” instead of “power over” leadership approaches.
Type 9: The Slow Bleed
The Pattern: You avoid addressing problems until they become crises requiring dramatic action. The Fix: Schedule weekly “difficult conversation” time to address issues early.
A Quick Leadership Diagnostic
Rate yourself honestly on a 1-5 scale.
Body Center Questions (Types 8, 9, 1):
- I make decisions quickly without overthinking ___
- People follow my lead without me asking ___
- I handle confrontation directly and calmly ___
- My anger is controlled and strategic ___
- I delegate effectively without micromanaging ___
Heart Center Questions (Types 2, 3, 4):
- My team knows my authentic self, not just my role ___
- I celebrate others’ wins as much as my own ___
- I can receive criticism without taking it personally ___
- My emotions enhance rather than hijack decisions ___
- I value being over doing ___
Head Center Questions (Types 5, 6, 7):
- I act before having all the information ___
- I stay focused on one priority at a time ___
- I trust my gut over analysis ___
- I embrace uncertainty without anxiety ___
- I complete projects before starting new ones ___
What Your Score Reveals
Score 20-25: You have developed balance across centers. Keep refining.
Score 15-19: You have clear strengths but one center is underdeveloped. That is your growth edge.
Score 10-14: Your dominant center is overcompensating. The questions you scored lowest on point to your blind spot.
Score Below 10: You have significant room to grow. Focus on the center where you scored lowest.
Derek Sivers put it well: “If more information was the answer, then we’d all be billionaires with perfect abs.”
You do not need more leadership training. You need to stop doing what is not working.
The Elimination Approach
Tim Ferriss noticed that top performers do not add more to their approach. They eliminate what is not working.
What Each Type Should Stop Doing
Type 1: Stop perfecting things that do not matter. Apply the “Good Enough Rule.” If it is not customer-facing or legally required, 80% quality is fine.
Type 2: Stop rescuing people. You are not helping; you are enabling. Set a “helping budget” of 3 assists per day.
Type 3: Stop measuring everything. Pick 3 metrics that matter. Ignore the rest.
Type 4: Stop waiting for the perfect emotional state. Schedule decisions for 9 AM regardless of mood.
Type 5: Stop researching past the point of diminishing returns. Set a research timer: 2 hours max per decision.
Type 6: Stop seeking more input. After 3 opinions, decide. More data will not reduce your anxiety.
Type 7: Stop starting new things. Finish one thing completely before beginning another.
Type 8: Stop fighting every battle. Ask: “Will this matter in 6 months?” If no, let it go.
Type 9: Stop polling everyone. Make 3 decisions daily without consensus.
The counterintuitive part: effective leaders do less, not more. Each elimination creates space for what actually matters.
Building Your Leadership Stack
Leadership builds in layers. Skip one and the whole structure becomes unstable.
Layer 1: Self-Awareness (Foundation) Map your type’s patterns. Recognize your triggers. Know your energy cycles.
Layer 2: Self-Management (Stability) Regulate your type’s excesses. Develop missing competencies. Maintain sustainable practices.
Layer 3: People Skills (Connection) Adapt to different types. Communicate effectively. Build trust authentically.
Layer 4: Strategic Thinking (Direction) Balance all three centers. Integrate diverse perspectives. Make holistic decisions.
Layer 5: Influence (Impact) Inspire through authenticity. Create lasting change. Leave legacy.
Developing Each Layer by Type
Type 1: The Standard Bearer’s Stack Awareness: Notice when perfectionism kicks in. Management: Practice “good enough” decisions. People: Celebrate progress over perfection. Strategy: Balance quality with speed. Influence: Model growth over perfection.
Type 2: The Servant Leader’s Stack Awareness: Recognize when giving has agenda. Management: Set clear boundaries. People: Empower without rescuing. Strategy: Balance people and results. Influence: Teach self-sufficiency.
Type 3: The Achievement Catalyst’s Stack Awareness: Notice when image overrides authenticity. Management: Schedule relationship time. People: Celebrate team over individual wins. Strategy: Define success beyond metrics. Influence: Model sustainable excellence.
Type 4: The Visionary Authentic’s Stack Awareness: Track emotional patterns. Management: Develop emotional regulation. People: Validate others’ experiences. Strategy: Balance vision with execution. Influence: Channel intensity productively.
Type 5: The Strategic Architect’s Stack Awareness: Notice withdrawal patterns. Management: Schedule people interaction. People: Share thinking process. Strategy: Balance analysis with action. Influence: Make expertise accessible.
Type 6: The Protective Strategist’s Stack Awareness: Identify anxiety triggers. Management: Practice confident decisions. People: Project calm assurance. Strategy: Balance caution with courage. Influence: Model prepared confidence.
Type 7: The Inspirational Innovator’s Stack Awareness: Notice avoidance patterns. Management: Complete before pivoting. People: Address difficult issues. Strategy: Depth over breadth. Influence: Model sustained focus.
Type 8: The Commanding Force’s Stack Awareness: Recognize impact on others. Management: Practice vulnerability. People: Empower, do not overpower. Strategy: Build consensus sometimes. Influence: Model controlled strength.
Type 9: The Consensus Builder’s Stack Awareness: Notice conflict avoidance. Management: Take decisive stands. People: Address issues directly. Strategy: Priority over peace. Influence: Model engaged presence.
The Uncomfortable Conversation Framework
Here is a script for the conversation your type avoids. (For more on how each type communicates, see our communication guide.)
The 5-Sentence Format That Works
Sentence 1: The Observation “I’ve noticed [specific behavior] happening [frequency].”
Sentence 2: The Impact “The effect has been [specific consequence].”
Sentence 3: The Request “Going forward, I need [specific change].”
Sentence 4: The Check-In “What’s your perspective on this?”
Sentence 5: The Agreement “So we’re agreed that [specific next step]?”
Type-Specific Conversation Triggers
Type 1: Having to lower your standards Your script: “I’ve noticed we’re spending 40% of our time perfecting details that customers don’t see. The effect has been missing three deadlines. Going forward, I need us to apply the 80/20 rule. What’s your perspective on this?”
Type 2: Setting boundaries with needy team members Your script: “I’ve noticed you’ve come to me 5 times today for approval on routine decisions. The effect has been I can’t focus on strategic work. Going forward, I need you to make these decisions yourself and update me weekly. What’s your perspective?”
Type 3: Admitting failure or weakness Your script: “I’ve noticed I’ve been prioritizing speed over team wellbeing. The effect has been two resignations. Going forward, I need to balance results with relationships better. What’s your perspective on how I can improve?”
Type 4: Addressing your emotional impact Your script: “I’ve noticed my mood shifts affect team energy. The effect has been inconsistent productivity. Going forward, I’ll share my emotional state at meeting starts so you know it’s not about you. What’s your perspective?”
Type 5: Giving emotional support Your script: “I’ve noticed you seem stressed about the project. The effect might be affecting your work quality. Going forward, I want to offer more support. What’s your perspective on what you need?”
Type 6: Making decisions without consensus Your script: “I’ve noticed we’ve discussed this issue four times without deciding. The effect has been lost momentum. Going forward, I’m making the call to proceed with Option A. What’s your perspective on implementation?”
Type 7: Delivering negative feedback Your script: “I’ve noticed the last three projects were started but not completed. The effect has been team frustration. Going forward, I need us to finish current work before starting new initiatives. What’s your perspective?”
Type 8: Showing vulnerability Your script: “I’ve noticed I’ve been bulldozing through discussions. The effect has been people stopping sharing ideas. Going forward, I need to listen more before deciding. What’s your perspective on how I can improve?”
Type 9: Taking a strong stance Your script: “I’ve noticed we keep deferring this decision to keep everyone happy. The effect has been competitive disadvantage. Going forward, I’m deciding we proceed with the controversial option. What’s your perspective on managing reactions?”
The 72-Hour Rule
If you do not have the conversation within 72 hours of recognizing the need, you probably never will. Set a reminder. Schedule it. Do it scared.
Leading Different Personality Types
What works for one type alienates another. Here is how to adapt. (For more, see our guides on team dynamics and workplace team building.)
Leading Type 1s: Be precise and prepared. Respect their standards. Give them quality control roles. Do not take criticism personally. Acknowledge their expertise.
Leading Type 2s: Show personal appreciation. Include them in people decisions. Do not take their help for granted. Give them mentoring opportunities. Recognize their contributions publicly.
Leading Type 3s: Set clear, ambitious goals. Give them visibility. Reward achievements quickly. Do not slow them down unnecessarily. Provide advancement paths.
Leading Type 4s: Acknowledge their uniqueness. Give creative freedom. Do not dismiss emotions. Provide meaningful work. Allow authentic expression.
Leading Type 5s: Respect their expertise. Give them thinking time. Do not demand instant answers. Provide intellectual challenges. Minimize unnecessary meetings.
Leading Type 6s: Be consistent and reliable. Address their concerns seriously. Do not dismiss their worries. Provide security and backup plans. Build trust gradually.
Leading Type 7s: Keep things interesting. Give them variety. Do not box them in. Provide new challenges. Allow some flexibility.
Leading Type 8s: Be direct and honest. Give them challenges. Do not micromanage. Respect their strength. Allow them to protect others.
Leading Type 9s: Include them in decisions. Give them time to process. Do not pressure for quick answers. Provide steady environment. Appreciate their mediation.
Crisis Leadership by Type
When Each Type Shines in Crisis
Type 1: Creating order from chaos with systematic response Type 2: Keeping team morale and cohesion intact Type 3: Driving rapid results and adaptation Type 4: Bringing creative solutions others miss Type 5: Analyzing complex problems strategically Type 6: Anticipating problems and having contingencies Type 7: Maintaining optimism and finding opportunities Type 8: Taking decisive action when others freeze Type 9: Keeping everyone calm and united
Crisis Leadership Pitfalls
Type 1: Perfectionism when speed matters more Type 2: Burning out trying to save everyone Type 3: Sacrificing long-term for short-term wins Type 4: Getting overwhelmed by intensity Type 5: Over-analyzing when action is needed Type 6: Spreading anxiety through the team Type 7: Minimizing real dangers Type 8: Bulldozing without buy-in Type 9: Avoiding tough decisions too long
Developing Missing Leadership Muscles
The Integration Path
Each type can develop by integrating qualities of other types:
Type 1 → Type 7: Add spontaneity and joy to your perfectionism Type 2 → Type 4: Develop authentic self-expression beyond helping Type 3 → Type 6: Build loyal teams, not just successful ones Type 4 → Type 1: Add discipline to your creative vision Type 5 → Type 8: Transform knowledge into decisive action Type 6 → Type 9: Find calm confidence in uncertainty Type 7 → Type 5: Add depth and expertise to enthusiasm Type 8 → Type 2: Lead through empowerment, not domination Type 9 → Type 3: Drive results while maintaining harmony
Cross-Training Exercises
For Body Types (8, 9, 1): Practice emotional check-ins. Develop strategic thinking time. Slow down decision-making.
For Heart Types (2, 3, 4): Practice data-driven decisions. Develop analytical frameworks. Separate feelings from facts.
For Head Types (5, 6, 7): Practice gut instinct decisions. Develop body awareness. Take action before full analysis.
Real-World Leadership Examples
Type 1: The Standard Bearer
Example: Indra Nooyi (Former PepsiCo CEO)
- Set exceptional performance standards
- Transformed company through systematic change
- Balanced perfectionism with strategic vision
Type 2: The Servant Leader
Example: Howard Schultz (Starbucks)
- Built company on employee care
- Created culture of connection
- Sometimes struggled with boundaries
Type 3: The Achievement Catalyst
Example: Jeff Bezos (Amazon)
- Relentless focus on results
- Built achievement-oriented culture
- Sometimes criticized for intensity
Type 4: The Visionary Authentic
Example: Steve Jobs (Apple)
- Brought unique vision and creativity
- Demanded authentic excellence
- Known for emotional intensity
Type 5: The Strategic Architect
Example: Bill Gates (Microsoft)
- Led through technical expertise
- Strategic, analytical approach
- Evolved to add more heart-centered leadership
Type 6: The Protective Strategist
Example: Andy Grove (Intel)
- “Only the paranoid survive” philosophy
- Built through careful risk management
- Protected company through preparation
Type 7: The Inspirational Innovator
Example: Richard Branson (Virgin)
- Infectious enthusiasm and vision
- Constant innovation and expansion
- Sometimes spread too thin
Type 8: The Commanding Force
Example: Jack Welch (GE)
- Decisive, powerful leadership
- Transformed through strong will
- Sometimes seen as too aggressive
Type 9: The Consensus Builder
Example: Satya Nadella (Microsoft)
- Transformed culture through inclusion
- Built consensus across divisions
- Balanced harmony with necessary change
Your 30-Day Leadership Upgrade Plan
Week 1: Awareness Building
Days 1-3: Type Recognition
- Take Enneagram assessment
- Journal your leadership patterns
- Identify your top 3 triggers
Days 4-7: Impact Assessment
- Survey team (anonymously) about your leadership
- Identify patterns in feedback
- Map strengths and blind spots
Week 2: Skill Development
Days 8-10: Address Fatal Flaw
- Pick your biggest leadership weakness
- Practice opposite behavior daily
- Track responses and results
Days 11-14: Develop Missing Center
- If Body type: Practice emotional intelligence
- If Heart type: Practice analytical thinking
- If Head type: Practice decisive action
Week 3: Team Application
Days 15-17: Type Mapping
- Identify team members’ types
- Adjust approach for each person
- Notice improved responses
Days 18-21: Communication Upgrade
- Practice type-specific communication
- Hold different style meetings
- Get feedback on changes
Week 4: Integration
Days 22-24: Crisis Simulation
- Practice crisis leadership
- Use your type’s strengths
- Avoid your type’s pitfalls
Days 25-28: Build New Habits
- Establish daily leadership practices
- Create accountability systems
- Design sustainable routines
Days 29-30: Plan Forward
- Review progress and insights
- Set 90-day development goals
- Share learnings with team
Daily Leadership Practices by Type
Type 1: Start day acknowledging what’s working well Type 2: Set one boundary before helping anyone Type 3: Have one non-goal conversation daily Type 4: Do one ordinary task with presence Type 5: Initiate one personal connection Type 6: Make one confident decision quickly Type 7: Complete one thing fully Type 8: Show vulnerability once Type 9: State one clear preference
What Each Type Fears Most
Tim Ferriss observed: “What we fear doing most is usually what we most need to do.”
Every type has a core fear that shapes their leadership blind spot:
Type 1: Being imperfect or wrong Type 2: Being unloved or unneeded Type 3: Being worthless or failing Type 4: Being ordinary or insignificant Type 5: Being incompetent or overwhelmed Type 6: Being without support or guidance Type 7: Being trapped in pain or boredom Type 8: Being controlled or vulnerable Type 9: Conflict and separation
Your fear drives your overcompensation. Name it and you can work with it instead of around it.
Your Next Move
- Identify your type if you have not already (our beginner’s guide can help)
- Write down one uncomfortable conversation you have been avoiding
- Pick one thing from your type’s elimination list to stop doing this week
- Have the conversation within 48 hours
Tim Ferriss again: “The superheroes you have in your mind are nearly all walking flaws who’ve maximized one or two strengths.”
You do not need to be a perfect leader. You need to be your type of leader, aware of your patterns and willing to address them.
The Enneagram does not put you in a box. It shows you the box you are already operating from, so you can choose when to stay in it and when to step out.