Some teams are crushing it. Others are slow-moving disasters where every meeting feels like a hostage situation.
What’s the difference? It’s not just skills or work ethic. It’s how people think, what they fear, and what they need to feel safe enough to do their best work. The Enneagram maps these patterns. Once you see them, you can’t unsee them.
Here’s how each Enneagram type shows up in teams, what drives them crazy, and how to actually work with them instead of just tolerating them.
How Each Enneagram Type Works in a Team
Each type brings something essential. Each type has blind spots that can derail collaboration. Here’s the breakdown: what they want, how they show up in different roles, what to never do with them, and how to give feedback that actually lands.
Enneagram Type 1: The Perfectionist Who Keeps Standards High
Principled, responsible, and improvement-oriented. Type 1s have a strong sense of right and wrong and strive to maintain high standards. Self-disciplined, reliable, and focused on doing things correctly.
What they bring to a team
Quality control. The Perfectionist ensures the team follows processes and maintains standards. They’ll catch what others miss and push for excellence when the team is tempted to cut corners.
As a boss
Detail-oriented and demanding. Provides clear instructions and expects them followed precisely. Leads by example. Struggles to delegate because they believe they can do it better. Will critique work that doesn’t meet their standards. Don’t take it personally. They do this to themselves too.
As a peer
Reliable and diligent. Goes above and beyond. May critique your work if it doesn’t meet their standards. This comes from wanting the best outcome, not personal attack.
As a subordinate
Follows processes meticulously. Expects clear direction. Gets frustrated when leadership seems inconsistent or when standards slip.
What NOT to do with a Type 1
- Don’t dismiss their concerns about quality as “nitpicking”
- Don’t cut corners and expect them to cover for you
- Don’t make excuses. They respect accountability.
- Don’t take their criticism personally. They’re harder on themselves.
- Don’t spring last-minute changes on them
Giving feedback
Be objective and specific. Focus on the work, not the person. “This section needs X” lands better than “You missed the mark.” Acknowledge their dedication, then provide concrete improvement suggestions.
Enneagram Type 2: The Helper Who Keeps Teams Connected
Caring, generous, and people-oriented. Type 2s have a strong desire to be appreciated. Empathetic, supportive, and always ready to lend a hand. Sometimes before you even ask.
What they bring to a team
Relationship glue. The Helper keeps the team connected, remembers birthdays, notices when someone’s struggling, and makes sure no one feels left out. They’re the team’s emotional barometer.
As a boss
Supportive and nurturing. Creates positive, collaborative environments. May struggle with tough decisions or critical feedback because they fear being disliked. Watch for over-investing in team morale at the expense of accountability.
As a peer
Friendly, attuned to emotions, will take on extra work to lighten your load. Goes out of their way to make you feel valued. May put others’ needs ahead of their own deadlines.
As a subordinate
Eager to help, quick to volunteer. Struggles with boundaries and saying no. May overcommit and burn out.
What NOT to do with a Type 2
- Don’t take their help for granted without acknowledgment
- Don’t give them all the “people work” and none of the visible projects
- Don’t exploit their inability to say no
- Don’t be cold or transactional. They need warmth.
- Don’t assume they’re fine just because they’re always asking how you are
Giving feedback
Acknowledge their contributions first. They need to feel appreciated. Then be gentle but clear about boundaries: “Your support is valuable, AND your own deliverables matter too.” Reassure them that setting limits won’t make them less valued.
Enneagram Type 3: The Achiever Who Drives Results
Success-oriented, ambitious, and adaptable. Type 3s have a strong desire to be successful and admired. Driven, competitive, and excellent at presenting their work in the best light.
What they bring to a team
Execution and momentum. The Achiever gets things done and makes the team look good. They’ll push for results when energy is flagging and know how to hit targets.
As a boss
Sets high expectations and a fast pace. Goal-oriented, leads by example. Has little patience for underperformance. May push the team hard and not notice when people are burning out.
As a peer
Competitive and driven. Takes on high-visibility projects. Can be collaborative when it aligns with goals, but may view peers as rivals. May not naturally share credit.
As a subordinate
Results-focused, eager to prove worth. Seeks challenging assignments and frequent recognition. May need guidance aligning personal ambition with team goals.
What NOT to do with a Type 3
- Don’t give them busywork with no visibility
- Don’t withhold recognition for good work
- Don’t publicly question their competence
- Don’t expect them to be satisfied with “participation” roles
- Don’t assume they’re shallow. There’s depth under the polish.
Giving feedback
Be direct and specific. They respect straight talk. Frame feedback in terms of how improvements will advance their growth and impact. Acknowledge wins first, then point to specific areas for development.
Enneagram Type 4: The Individualist Who Brings Authenticity
Sensitive, expressive, and self-aware. Type 4s have a deep desire to be unique and authentic. Creative, introspective, and needs to put their personal stamp on their work.
What they bring to a team
Originality and emotional depth. The Individualist sees what’s missing, names what others won’t, and brings creative solutions that break patterns. They’re the team’s authenticity check.
As a boss
Creative and innovative. Encourages original thinking. Values self-expression. May struggle with structure and routine. Can get absorbed in ideas and emotions at the expense of logistics.
As a peer
Passionate about their contributions. Brings unique perspectives. May become deeply invested in their ideas and sensitive to criticism or rejection. Needs some validation that their contributions matter.
As a subordinate
Needs creative latitude. Struggles with overly structured or routine work. Appreciates autonomy to put their own spin on things. More vulnerable to self-doubt and may need emotional support during high-pressure periods.
What NOT to do with a Type 4
- Don’t give them generic, cookie-cutter assignments
- Don’t dismiss their emotional reactions as “drama”
- Don’t reject their ideas without explanation
- Don’t compare them unfavorably to others
- Don’t treat them as interchangeable. They need to feel their uniqueness is valued.
Giving feedback
Recognize their unique contributions first. Be empathetic but specific: “This approach is creative, and here’s how to make it work within our constraints.” Focus on behaviors and outcomes, not their identity.
Enneagram Type 5: The Investigator Who Provides Insight
Analytical, knowledgeable, and independent. Type 5s have a deep desire to understand and develop expertise. Observant, objective, and values privacy and solitude.
What they bring to a team
Deep expertise and clear analysis. The Investigator cuts through confusion with logic, sees patterns others miss, and provides well-researched solutions. They’re the team’s brain trust.
As a boss
Provides deep expertise and guides with thorough understanding. Encourages critical thinking and analysis. May struggle with interpersonal communication. Can get absorbed in ideas and forget to loop people in.
As a peer
Analytical and thoughtful. Reliable source of knowledge, willing to share expertise. Prefers task focus over small talk. Maintains some emotional distance.
As a subordinate
Independent and capable of autonomous work. Appreciates freedom to explore solutions. May need guidance on communication and collaboration. Comfortable working alone, less so explaining their thinking to others.
What NOT to do with a Type 5
- Don’t demand instant responses. They need processing time.
- Don’t invade their privacy or push for personal sharing
- Don’t dismiss their analysis without logical counter-arguments
- Don’t overwhelm them with excessive meetings
- Don’t mistake their quietness for lack of engagement
Giving feedback
Be direct, logical, and objective. Skip the emotional appeals. Acknowledge their analytical value, then provide specific feedback on communication: “Your analysis is solid—now here’s how to make it land with the team.”
Enneagram Type 6: The Loyalist Who Spots Risks Early
Responsible, committed, and security-oriented. Type 6s have a strong desire to feel safe. Anticipates challenges and prepares for threats. Reliable, hardworking, and values loyalty and trust.
What they bring to a team
Risk awareness and contingency planning. The Loyalist spots what could go wrong before it does. They’re the team’s early warning system and the ones who’ll still be there when things get hard.
As a boss
Prioritizes safety and clear procedures. Diligent in planning, always weighing risks. May be cautious about bold moves, but provides solid, stable leadership. Creates clear guidelines and expectations.
As a peer
Loyal and dependable. Looks out for the team’s interests. May question decisions, not to undermine, but to pressure-test them. Goes above and beyond for teammates they trust.
As a subordinate
Seeks clear guidance and appreciates structure. Values feedback and direction. May be hesitant to take initiative without reassurance, but becomes a rock-solid performer once trust is established.
What NOT to do with a Type 6
- Don’t spring major changes without warning
- Don’t dismiss their concerns as “worrying.” They’re often right.
- Don’t be inconsistent or unpredictable
- Don’t pressure them to trust before they’re ready
- Don’t mistake their questioning for disloyalty
Giving feedback
Be supportive and consistent. Acknowledge their loyalty and preparation, then encourage calculated risk-taking: “Your caution is valuable—and here’s where I need you to trust the process.” Reassure them that their contributions matter.
Enneagram Type 7: The Enthusiast Who Generates Momentum
Optimistic, energetic, and adventurous. Type 7s have a strong desire to experience life fully. Quick-thinking, spontaneous, and has contagious enthusiasm that motivates others.
What they bring to a team
Energy and ideas. The Enthusiast keeps morale high, sees possibilities others miss, and prevents the team from getting stuck in ruts. They’re the team’s momentum engine.
As a boss
Enthusiastic and inspiring. Fosters creative, dynamic environments. Encourages exploration and innovation. May overlook details and struggle with follow-through. Positive energy drives the team forward.
As a peer
Energetic, always suggesting new ideas. Source of inspiration and motivation. Eager to collaborate and brainstorm. Gets restless with routine and is always looking for the next thing.
As a subordinate
Needs variety and exploration. Struggles with repetitive work. Appreciates freedom to bring new ideas. May need help prioritizing and finishing what they start.
What NOT to do with a Type 7
- Don’t give them monotonous, repetitive tasks with no variety
- Don’t trap them in excessive process or bureaucracy
- Don’t be a buzzkill. They shut down around constant negativity.
- Don’t expect them to thrive in micromanagement
- Don’t mistake their optimism for lack of depth
Giving feedback
Be positive and specific. Acknowledge their ideas and energy, then redirect toward focus: “Love the creativity. Now here’s the one thing to nail this week.” Frame limits as temporary constraints, not permanent restrictions.
Enneagram Type 8: The Challenger Who Makes Hard Calls
Powerful, assertive, and self-confident. Type 8s have a strong desire for control and to protect against threats or injustice. Decisive, direct, and has a commanding presence.
What they bring to a team
Decisiveness and momentum. The Challenger makes the hard calls, protects the team from external threats, and refuses to let obstacles stop progress. They’re the team’s force multiplier.
As a boss
Decisive and authoritative. Sets high expectations for performance and accountability. Makes tough calls without hesitation. Direct communication style that may come across as confrontational, but the goal is always results.
As a peer
Powerful and assertive, often leads even without the title. Strong advocate for their ideas. May challenge others’ perspectives. Needs to balance assertiveness with collaboration.
As a subordinate
Independent and capable of significant responsibility. Needs autonomy to make decisions. May challenge authority when they disagree, not out of disrespect, but because they believe they’re right. Gets frustrated with perceived incompetence.
What NOT to do with a Type 8
- Don’t be weak or wishy-washy. They lose respect fast.
- Don’t lie or play political games. They’ll find out.
- Don’t try to control them without earning their respect
- Don’t take their directness personally
- Don’t mistake their intensity for anger. It’s just how they engage.
Giving feedback
Be direct and don’t soften the message too much. They respect honesty over diplomacy. Acknowledge their leadership and results, then be specific about where collaboration would increase impact. Frame growth as becoming more effective, not less intense.
Enneagram Type 9: The Peacemaker Who Bridges Divides
Harmonious, supportive, and accommodating. Type 9s have a strong desire to maintain peace and avoid conflict. Empathetic, patient, and has a calming presence that diffuses tension.
What they bring to a team
Stability and mediation. The Peacemaker sees all perspectives, bridges divides, and keeps the team functioning when tensions rise. They’re the team’s connective tissue.
As a boss
Prioritizes harmony and collaboration. Fosters inclusive environments with open communication. May struggle with tough decisions or critical feedback because they fear disrupting peace or being seen as confrontational.
As a peer
Supportive and agreeable. Good listener and natural mediator. Helps resolve disputes and find common ground. May suppress their own opinions to maintain group consensus.
As a subordinate
Cooperative and adaptable. Reliable and hardworking. Struggles to assert themselves or express disagreement. With encouragement, becomes more confident in contributions.
What NOT to do with a Type 9
- Don’t bulldoze their opinions or talk over them
- Don’t mistake their agreeableness for agreement
- Don’t put them in constant high-conflict situations
- Don’t ignore them because they don’t demand attention
- Don’t assume their calm means they don’t have strong views
Giving feedback
Be gentle but clear. Acknowledge their stabilizing value, then encourage assertion: “Your perspective matters. I need to hear your actual opinion, not just what you think I want to hear.” Create space for them to disagree safely.
When Types Clash (and When They Click)
Understanding individual types is step one. Step two is seeing how they interact.
High-friction pairs to watch:
- 1 + 7: The Perfectionist wants to get it right. The Enthusiast wants to move on to the next thing. One pushes for polish while the other pushes for pace.
- 4 + 8: The Individualist needs emotional acknowledgment. The Challenger just wants action. One feels steamrolled. The other feels slowed down.
- 5 + 2: The Investigator needs space to think. The Helper needs connection. One feels smothered. The other feels shut out.
- 3 + 9: The Achiever drives hard. The Peacemaker absorbs without pushing back. One burns out. The other gets invisible.
Natural synergies:
- 1 + 6: Both value doing things right and being prepared. Solid foundation for reliable execution.
- 3 + 8: Both drive toward results. High-energy execution when aligned on goals.
- 2 + 9: Both prioritize harmony and support. Create a collaborative, low-conflict environment.
- 5 + 1: Both value competence and getting things right. Deep analysis meets principled standards.
The key isn’t avoiding conflict. It’s understanding the pattern so you can navigate it.
For the full breakdown of all 81 type combinations, see Enneagram Compatibility Matrix and Enneagram Team Dynamics.
The Bottom Line
Teams fail when people assume everyone thinks like they do. Teams succeed when they decode the patterns.
The Type 1’s criticism? About quality, not you personally. The Type 5’s silence? Processing, not disengagement. The Type 8’s directness? Energy, not attack.
Three things to do this week:
- Identify the types on your current team. Start with yourself.
- Notice your friction points. Which types trigger you? That’s where the growth is.
- Adjust one conversation. Pick one colleague, try one small shift based on their type.
The Enneagram doesn’t excuse behavior. It explains it. Which means you can work with it instead of against it.
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