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Enneagram by Tai Tran

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Information about Enneagram by Tai Tran

Published on October 29, 2007

Author: TaiTran

Source: slideshare.net

Description

A summary of the Enneagram, the ancient tool that explains different psychological behaviors and preferences of people.
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THE ENNEAGRAM Tai Tran Hien T. Nguyen May 2007

The Enneagram Is the ancient system of personality types Linking personality to spirit

Is the ancient system of personality types

Linking personality to spirit

Diagrams

Overview

The Three Triads

Triad: Head 5,6,7 tend to respond to life through their thoughts Vivid imaginations Strong ability to analyze and correlate ideas. Thinking is a way of pre-empting fear

5,6,7 tend to respond to life through their thoughts

Vivid imaginations

Strong ability to analyze and correlate ideas.

Thinking is a way of pre-empting fear

Triad: Heart 2,3,4 operate in the world through relationships Image: Concerned with how others see and relate to them Quick sense and respond to others’ needs or moods Successful relationships keep at bay the sense of emptiness and yearning

2,3,4 operate in the world through relationships

Image: Concerned with how others see and relate to them

Quick sense and respond to others’ needs or moods

Successful relationships keep at bay the sense of emptiness and yearning

Triad: Belly/Gut 8,9,1 tend to ‘be’ in the world through action Their instinct is to do Self-forgetting types

8,9,1 tend to ‘be’ in the world through action

Their instinct is to do

Self-forgetting types

Head center: Fixations and Holy Ideas Fixation: Habitual mental preoccupation of focus of attention Holy Ideas: The state of being which is experienced, rather than thought of, by the head center when it is free of the fixation

Fixation: Habitual mental preoccupation of focus of attention

Holy Ideas: The state of being which is experienced, rather than thought of, by the head center when it is free of the fixation

Fixations (cont)

Heart center: Passion and Holy Virtue Passion: The habitual preoccupation or focus of the heart center Virtue: the essential state of being experienced in the heart

Passion: The habitual preoccupation or focus of the heart center

Virtue: the essential state of being experienced in the heart

Belly center: Self-preservation

Belly center: Social Instinct

Belly center: Sexual

Wings Each type has 2 wings on either side on the circle Example: Five-ish Six is more withdrawn, Seven-ish Six becomes more playful

Each type has 2 wings on either side on the circle

Example: Five-ish Six is more withdrawn, Seven-ish Six becomes more playful

The Enneagram and MBTI

Motivation – Behavior – Development

Focus of attention

Functions

Interpersonal Roles 1. The Reformer (Improving) The Conscientious Teacher 8. The Challenger (Empowering) The Self- Confident Authority 9. The Peacemaker (Mediating) The Comforting Optimist Influence others 6. The Troubleshooter (Implementing) The Dependable Associate 7. The Enthusiast (Popularizing) The Joyful Visionary 5. The Investigator (Discovering) The Perceptive Expert Looking into future 2. The Mentor (Supporting) The Thoughtful Contributor 3. The Achiever (Communicating) The Competent Pragmatist 4. The Designer (Creating) The Intuitive Originator Self development Cooperator Initiator Soloist Area of concern Social functions

Disruptive Roles 1. The Reformer (Improving) The Rigid Scorekeeper 8. The Challenger (Empowering) The Heavy-Handed Taskmaster 9. The Peacemaker (Mediating) The Passive Wishful Thinker Influence others 6. The Troubleshooter (Implementing) The Ambivalent Skeptic 7. The Enthusiast (Popularizing) The Scattered Chatterbox 5. The Investigator (Discovering) The Detached Technician Looking into future 2. The Mentor (Supporting) The Self-Important Busybody 3. The Achiever (Communicating) The Slippery Operator 4. The Designer (Creating) The Temperamental Withholder Self development Cooperator Initiator Soloist Area of concern Social functions

Leadership

Inadequate Nurturing Environment

Appearance Illustrations

The Day in Enneagram

Title Menu Content

Menu

Content

The Nine Types

1. The Perfectionist/Reformer/Worker/Critic ONES at their BEST Ethical Reliable Productive Wise Idealistic Fair Honest Orderly Self-disciplined Inspiring Caring Wise Discriminating Serene ONES at their WORST Judgmental Inflexible Dogmatic Obsessive-Compulsive Critical of others Overly serious Controlling Anxious Jealous Cynical Judgmental Self-righteous Cold Bigoted Controlling Angry Sarcastic Dogmatic Motivated by the need to live life the right way, improve yourself and others and avoid danger. MBTI: ISTJ,ENFJ,ENTJ,ISFJ

ONES at their BEST

Ethical

Reliable

Productive

Wise

Idealistic

Fair

Honest

Orderly

Self-disciplined

Inspiring

Caring

Wise

Discriminating

Serene

ONES at their WORST

Judgmental

Inflexible

Dogmatic

Obsessive-Compulsive

Critical of others

Overly serious

Controlling

Anxious

Jealous

Cynical

Judgmental

Self-righteous

Cold

Bigoted

Controlling

Angry

Sarcastic

Dogmatic

ONE's fear - desire - wings Fear: being corrupted/evil, defective Desire: to be good, to have integrity, to be balanced NINE-wing: the Idealist TWO-wing: the Advocate

Fear: being corrupted/evil, defective

Desire: to be good, to have integrity, to be balanced

NINE-wing: the Idealist

TWO-wing: the Advocate

ONE’s passion & fixation: anger & resentment Suppress reactions and emotions in favor of rationality Anger is freeing cathartic energy Resentment is rationalized anger. Unacceptable rage is transmuted into acceptable thoughts, from frustration to irritability and resentment

Suppress reactions and emotions in favor of rationality

Anger is freeing cathartic energy

Resentment is rationalized anger. Unacceptable rage is transmuted into acceptable thoughts, from frustration to irritability and resentment

ONE’s stress: toward FOUR Under stress, ONES emphasize their belief that perfection is unattainable, and that somehow they are unworthy They focus shifts to relationships or emotions, and their feeling of being unlovable Can be depressed Positive: enhance ONES’ appreciation of and longing for perfection, and opens up their feelings

Under stress, ONES emphasize their belief that perfection is unattainable, and that somehow they are unworthy

They focus shifts to relationships or emotions, and their feeling of being unlovable

Can be depressed

Positive: enhance ONES’ appreciation of and longing for perfection, and opens up their feelings

ONE’s security: toward SEVEN Some ONES seek out SEVENS as friends Allow themselves to relax into security they can have fun for a while

Some ONES seek out SEVENS as friends

Allow themselves to relax into security they can have fun for a while

ONE subtypes Self-preservation: divert energy of anger into anxiety about personal security: getting things right, having exactly what one needs, keeping the job, looking after the family… It is permanent resentful worrying Social: ally with the worthy group and support the correct cause; may cause them confusion, frustration or anger at the group and/or at themselves; criticize the group for not being perfect, and themselves for not being able to adapt Sexual: idealizing the perfect connection, fear that other people will be seen as more attractive, intelligent and desirable. Anger is channeled into jealousy

Self-preservation: divert energy of anger into anxiety about personal security: getting things right, having exactly what one needs, keeping the job, looking after the family… It is permanent resentful worrying

Social: ally with the worthy group and support the correct cause; may cause them confusion, frustration or anger at the group and/or at themselves; criticize the group for not being perfect, and themselves for not being able to adapt

Sexual: idealizing the perfect connection, fear that other people will be seen as more attractive, intelligent and desirable. Anger is channeled into jealousy

ONE’s relationships Hard to trust the world Feel they may be unworthy of friendship because they are not perfect Long for the perfect relationship, look to see if they’re doing wrong, if not – resent and blame partner

Hard to trust the world

Feel they may be unworthy of friendship because they are not perfect

Long for the perfect relationship, look to see if they’re doing wrong, if not – resent and blame partner

ONE’s virtue & idea: serenity & perfection Serenity: allow all feelings to come and go without judging Perfection: realize everything is already perfect even in its imperfection

Serenity: allow all feelings to come and go without judging

Perfection: realize everything is already perfect even in its imperfection

ONE learning

ONE growth tips Find a friend or therapist who can help depersonalize issues for which one is blaming one’s self or others Join a group which encourages expression of immediate emotions, including anger, in a safe environment Notice thinking in terms of either/or, right/wrong and include more sides Notice that resentment at others who break the rules may mask a wish to do what they’re doing Take time to observe the critical mind in action, and dis-identify with it – use it to remind self of achievements and skills Put play and pleasure in list of oughts, until one can allow them for their own sakes Learn to relax Do not expect others to change immediately Learn to recognize the attacks of your superego and how they undermine you rather than helping you Get in touch with feelings, particularly unconscious impulses

Find a friend or therapist who can help depersonalize issues for which one is blaming one’s self or others

Join a group which encourages expression of immediate emotions, including anger, in a safe environment

Notice thinking in terms of either/or, right/wrong and include more sides

Notice that resentment at others who break the rules may mask a wish to do what they’re doing

Take time to observe the critical mind in action, and dis-identify with it – use it to remind self of achievements and skills

Put play and pleasure in list of oughts, until one can allow them for their own sakes

Learn to relax

Do not expect others to change immediately

Learn to recognize the attacks of your superego and how they undermine you rather than helping you

Get in touch with feelings, particularly unconscious impulses

ONE in business The rational, orderly type Principled, purposeful, self-controlled, and perfectionistic Concerned with maintaining quality and high standards Focus on details and like to improve and streamline procedures Good at coaching others on how to improve themselves, be more efficient, and do things correctly Well-organized and orderly, overly critical of themselves and others Dislike waste and sloppiness, but can deteriorate into micromanagement and constant, demoralizing criticism At their best, they have good judgment, make wise decisions, and model ethical and responsible behavior.

The rational, orderly type

Principled, purposeful, self-controlled, and perfectionistic

Concerned with maintaining quality and high standards

Focus on details and like to improve and streamline procedures

Good at coaching others on how to improve themselves, be more efficient, and do things correctly

Well-organized and orderly, overly critical of themselves and others

Dislike waste and sloppiness, but can deteriorate into micromanagement and constant, demoralizing criticism

At their best, they have good judgment, make wise decisions, and model ethical and responsible behavior.

ONE’s leadership: the Idealist A self-observing Idealist can be a wonderful leader: wise, tolerant, balanced, and focused on standards of excellence in ways that provide an exemplary vision for followers. Ones are often the purveyors of quality in an organization. When less well-developed, they show their fixation on perfectionism. They carry an internal judging voice, which chastises themselves (or others) for falling short of perfection (preaching) or, in a very healthy individual, invokes higher attainment (teaching). Their driving force is anger, which is typically over-controlled until it erupts as resentment when someone has failed to live up to their expectations. They're good at moral tirades, yet they also show a "running amok" side that allows them to escape their own high standards. Developmental skills include reducing the power of their internal critic, channeling anger more effectively, learning to respond to criticism non-defensively, and moving away from black-and-white thinking with positive reframing and creative problem-solving. The key development need for this leadership style is patience, the willingness to accept conditions that do not conform to one's ideal.

A self-observing Idealist can be a wonderful leader: wise, tolerant, balanced, and focused on standards of excellence in ways that provide an exemplary vision for followers. Ones are often the purveyors of quality in an organization.

When less well-developed, they show their fixation on perfectionism. They carry an internal judging voice, which chastises themselves (or others) for falling short of perfection (preaching) or, in a very healthy individual, invokes higher attainment (teaching). Their driving force is anger, which is typically over-controlled until it erupts as resentment when someone has failed to live up to their expectations. They're good at moral tirades, yet they also show a "running amok" side that allows them to escape their own high standards.

Developmental skills include reducing the power of their internal critic, channeling anger more effectively, learning to respond to criticism non-defensively, and moving away from black-and-white thinking with positive reframing and creative problem-solving. The key development need for this leadership style is patience, the willingness to accept conditions that do not conform to one's ideal.

ONE’s management Leadership: Principle-centered leadership Strategy: Ethics-oriented Decision Making: Ideal-centered Managing Change: Rule-bound Delegating: Workaholic delegator Communication: Factual communicators Negotiation: The uncompromising negotiator Power: Authority power

Leadership: Principle-centered leadership

Strategy: Ethics-oriented

Decision Making: Ideal-centered

Managing Change: Rule-bound

Delegating: Workaholic delegator

Communication: Factual communicators

Negotiation: The uncompromising negotiator

Power: Authority power

Famous ONES Mahatma Gandhi, Hilary Clinton, Al Gore, John Paul II, Sandra Day O'Connor, John Bradshaw, Bill Moyers, Martha Stewart, Ralph Nader, Katherine Hepburn, Harrison Ford, Vanessa Redgrave, Jane Fonda, Meryl Streep, George Harrison, Celene Dion, Joan Baez, George Bernard Shaw, Noam Chomsky, Michael Dukakis, Margaret Thatcher, Rudolph Guliani, Jerry Brown, Jane Curtin, Gene Siskel, William F. Buckley, Kenneth Starr, The "Church Lady" (Saturday Night Live), and "Mr. Spock" (Star Trek)

Mahatma Gandhi, Hilary Clinton, Al Gore, John Paul II, Sandra Day O'Connor, John Bradshaw, Bill Moyers, Martha Stewart, Ralph Nader, Katherine Hepburn, Harrison Ford, Vanessa Redgrave, Jane Fonda, Meryl Streep, George Harrison, Celene Dion, Joan Baez, George Bernard Shaw, Noam Chomsky, Michael Dukakis, Margaret Thatcher, Rudolph Guliani, Jerry Brown, Jane Curtin, Gene Siskel, William F. Buckley, Kenneth Starr, The "Church Lady" (Saturday Night Live), and "Mr. Spock" (Star Trek)

2. The Helper/Giver/Caretaker TWO at their BEST Loving Caring Adaptable Insightful Generous Enthusiastic Tuned in how people feel Empathic Supportive Perceptive Loyal Selfless TWO at their WORST Martyr-like Indirect Manipulative Possessive Hysterical Overly accommodating Overly demonstrative (more extraverted Twos) Smothering Ambitious give-to-get Self-sacrificing intrusive Motivated by the need to be loved and appreciated and to express your positive feelings towards others. MBTI: ESFJ,ENFJ,ESFP,ENFP

TWO at their BEST

Loving

Caring

Adaptable

Insightful

Generous

Enthusiastic

Tuned in how people feel

Empathic

Supportive

Perceptive

Loyal

Selfless

TWO at their WORST

Martyr-like

Indirect

Manipulative

Possessive

Hysterical

Overly accommodating

Overly demonstrative (more extraverted Twos)

Smothering

Ambitious give-to-get

Self-sacrificing intrusive

TWO's fear - desire - wings Fear: being unwanted, unworthy of being loved Desire: to feel loved ONE-wing: the Servant THREE-wing: the Host/Hostess

Fear: being unwanted, unworthy of being loved

Desire: to feel loved

ONE-wing: the Servant

THREE-wing: the Host/Hostess

TWO’s passion & fixation: pride & flattery Pride: inner certainty that they can fulfill others’ needs Flattery: TWOs’ ability to make others feel good by appealing to their inner preferences, and recognizing and supporting their highest potential

Pride: inner certainty that they can fulfill others’ needs

Flattery: TWOs’ ability to make others feel good by appealing to their inner preferences, and recognizing and supporting their highest potential

TWO’s stress: toward EIGHT Domineering, irritable, angry Avoid inner anger Fight for their own position and resist others’ demand

Domineering, irritable, angry

Avoid inner anger

Fight for their own position and resist others’ demand

TWO’s security: toward FOUR The increased emotionality is painful A release into the self-nurturing and artistic side is energizing

The increased emotionality is painful

A release into the self-nurturing and artistic side is energizing

TWO subtypes Self-preservation: securing pride by not asking for help Social: attach to the important in group. Ambition: power behind the throne Sexual: keep going until chosen person is caught

Self-preservation: securing pride by not asking for help

Social: attach to the important in group. Ambition: power behind the throne

Sexual: keep going until chosen person is caught

TWO’s relationships Dilemma: suffer painful emotions for forgetting self needs

Dilemma: suffer painful emotions for forgetting self needs

TWO’s virtue & idea: humility & will/freedom Humility: celebrate what hey have to offer to the world Freedom: follow their true needs

Humility: celebrate what hey have to offer to the world

Freedom: follow their true needs

TWO learning

TWO growth tips Develop interests and activities that are meaningful to one on one’s own, and do them on one’s own Make time to be alone and bring attention back inside, for example meditating; notice the anxiety and desire to focus out again Notice own achievements and their worth Consciously do things well for their own and one’s own sake alone Notice flattery and the tendency to be helpless or second to others, and that dependency is manipulation Tell people one’s need, and allow them to give it to one’s self: learn to enjoy receiving Take care of one’s self, rest More conscious of motives when deciding to help Ask people what they need before helping them. Help when they ask. Help them to be functioning on their own Let it be, do not remind deeds

Develop interests and activities that are meaningful to one on one’s own, and do them on one’s own

Make time to be alone and bring attention back inside, for example meditating; notice the anxiety and desire to focus out again

Notice own achievements and their worth

Consciously do things well for their own and one’s own sake alone

Notice flattery and the tendency to be helpless or second to others, and that dependency is manipulation

Tell people one’s need, and allow them to give it to one’s self: learn to enjoy receiving

Take care of one’s self, rest

More conscious of motives when deciding to help

Ask people what they need before helping them. Help when they ask. Help them to be functioning on their own

Let it be, do not remind deeds

TWO in business The helpful, interpersonal type Generous, appreciative, people-pleasing, and possessive Sensitive to the needs of others and seek to be of service Appreciate the talents of others and act as confidants and guides, good at networking people and services Have trouble saying no to requests and tend to become stressed by trying to help others too much Dislike impersonal rules and work situations and can deteriorate into favoritism and time-wasting personal over-involvements At their best, they are empathetic and generous and help build team interpersonal connections

The helpful, interpersonal type

Generous, appreciative, people-pleasing, and possessive

Sensitive to the needs of others and seek to be of service

Appreciate the talents of others and act as confidants and guides, good at networking people and services

Have trouble saying no to requests and tend to become stressed by trying to help others too much

Dislike impersonal rules and work situations and can deteriorate into favoritism and time-wasting personal over-involvements

At their best, they are empathetic and generous and help build team interpersonal connections

TWO’s leadership: the Mentor The most interpersonally oriented of all the leadership styles, healthy Mentors are unconditionally caring leaders who derive deep satisfaction from seeing and encouraging the development of others; they are typically great supporters of customer service. Well-developed Twos will also be aware of their own needs, which provides balance in their lives and allows them to give freely, without expectation of return. Their driving force is pride, which is attached to their self-image as helper; out of this they tend to be in the middle of things, giving help and advice whether others want it or not. When less developed they have a fixation on entitlement and can use manipulation to influence people. If they feel betrayed they may even become vindictive ("after all I've done for you!"). Their key development need is humility, which accompanies true compassion without expectation. Developmental skills include acknowledging their own needs, seeing how they contribute to their own workload and saying no, setting clearer boundaries, and asserting their interpersonal power more directly.

The most interpersonally oriented of all the leadership styles, healthy Mentors are unconditionally caring leaders who derive deep satisfaction from seeing and encouraging the development of others; they are typically great supporters of customer service. Well-developed Twos will also be aware of their own needs, which provides balance in their lives and allows them to give freely, without expectation of return.

Their driving force is pride, which is attached to their self-image as helper; out of this they tend to be in the middle of things, giving help and advice whether others want it or not. When less developed they have a fixation on entitlement and can use manipulation to influence people. If they feel betrayed they may even become vindictive ("after all I've done for you!"). Their key development need is humility, which accompanies true compassion without expectation.

Developmental skills include acknowledging their own needs, seeing how they contribute to their own workload and saying no, setting clearer boundaries, and asserting their interpersonal power more directly.

TWO’s management Leadership: Servant leadership Strategy: Customer satisfaction Decision Making: People-centered decision maker Managing Change: Charmer Delegating: People-centered delegation Communication: Interpersonal communicator Negotiation: Manipulative negotiator Power: Reward power

Leadership: Servant leadership

Strategy: Customer satisfaction

Decision Making: People-centered decision maker

Managing Change: Charmer

Delegating: People-centered delegation

Communication: Interpersonal communicator

Negotiation: Manipulative negotiator

Power: Reward power

Famous TWOS Mother Teresa, Barbara Bush, Eleanor Roosevelt, Leo Buscaglia, Monica Lewinsky, Bill Cosby, Barry Manilow, Lionel Richie, Kenny G., Luciano Pavarotti, Lillian Carter, Sammy Davis, Jr., Martin Sheen, Robert Fulghum, Alan Alda, Richard Thomas, Jack Paar, Sally Jessy Raphael, Bishop Desmond Tutu, Ann Landers, "Melanie Hamilton" (Gone With the Wind). and "Dr. McCoy" (Star Trek)

Mother Teresa, Barbara Bush, Eleanor Roosevelt, Leo Buscaglia, Monica Lewinsky, Bill Cosby, Barry Manilow, Lionel Richie, Kenny G., Luciano Pavarotti, Lillian Carter, Sammy Davis, Jr., Martin Sheen, Robert Fulghum, Alan Alda, Richard Thomas, Jack Paar, Sally Jessy Raphael, Bishop Desmond Tutu, Ann Landers, "Melanie Hamilton" (Gone With the Wind). and "Dr. McCoy" (Star Trek)

3. The Performer/Achiever/Motivator/Succeeder THREES at their BEST Optimistic Confident Industrious Efficient Self-propelled Energetic Practical Empathic Socially conscious Able to enliven Deep connection to people and worthy goals THREES at their WORST Deceptive Narcissistic Pretentious Vain Superficial Vindictive Overly competitive Dominating Go-getters Motivated by the need to be productive, to achieve success, and to avoid failure. MBTI: ESTP,ENTP,ENTJ,ESTJ

THREES at their BEST

Optimistic

Confident

Industrious

Efficient

Self-propelled

Energetic

Practical

Empathic

Socially conscious

Able to enliven

Deep connection to people and worthy goals

THREES at their WORST

Deceptive

Narcissistic

Pretentious

Vain

Superficial

Vindictive

Overly competitive

Dominating

Go-getters

THREE's fear - desire - wings Fear: being worthless Desire: to feel valuable and worthwhile TWO-wing: the Charmer FOUR-wing: the Professional

Fear: being worthless

Desire: to feel valuable and worthwhile

TWO-wing: the Charmer

FOUR-wing: the Professional

THREE’s passion & fixation: deceit & vanity Select arenas which gain approval of people they want to be accepted by. They deceive themselves that roles is ‘who they are’ Vanity: only stop doing when they run out

Select arenas which gain approval of people they want to be accepted by. They deceive themselves that roles is ‘who they are’

Vanity: only stop doing when they run out

THREE’s stress: toward NINE Stress of THREE: public failure, taking on far too much, illness which forces them to stop, inactivity Lose focus and confidence Swayed or distracted and upset that can’t promote themselves

Stress of THREE: public failure, taking on far too much, illness which forces them to stop, inactivity

Lose focus and confidence

Swayed or distracted and upset that can’t promote themselves

THREE’s security: toward SIX SIX is central fear type, so THREE finds it so hard to relax and do nothing

SIX is central fear type, so THREE finds it so hard to relax and do nothing

THREE subtypes Self-preservation: focus on material security. Ultimate success is always in the future Social: their status in the group. Goal is targeted for the potential prestige Sexual: appear absolutely masculine/feminine

Self-preservation: focus on material security. Ultimate success is always in the future

Social: their status in the group. Goal is targeted for the potential prestige

Sexual: appear absolutely masculine/feminine

THREE’s relationships Relationships can be backing up image

Relationships can be backing up image

THREE’s virtue & idea: honesty & hope Honesty: inner state in which there is no need to find a role to identify with Hope: able to let go and allow things to be done through them rather than by them Who experience hope and honesty can turn their leading, achieving and motivating skills to the service of other people, and experience the unconditional love they have always longed for

Honesty: inner state in which there is no need to find a role to identify with

Hope: able to let go and allow things to be done through them rather than by them

Who experience hope and honesty can turn their leading, achieving and motivating skills to the service of other people, and experience the unconditional love they have always longed for

THREE learning

THREE growth tips Stop from time to time and ask ‘What am I feeling?’ Take time out to stop and be: go for walks (but without a goal!), stare at the sunset, learn to meditate for its own sake rather than as a task Ask trusted friends to tell when they feel one’s not being real, or one’s fudging an issue, and listen even if they seem wrong Notice one’s self changing image to please, and ask ‘Is this who I am, or am I going for the image?’ Work on valuing empathy and connection as highly as status Ask one’s self what really matters, in work and leisure, and make time to pursue it Be honest about feelings and needs Connect to someone one cares about Involve in projects that help empowering true value and identity Stop doing the acceptable just to be accepted

Stop from time to time and ask ‘What am I feeling?’

Take time out to stop and be: go for walks (but without a goal!), stare at the sunset, learn to meditate for its own sake rather than as a task

Ask trusted friends to tell when they feel one’s not being real, or one’s fudging an issue, and listen even if they seem wrong

Notice one’s self changing image to please, and ask ‘Is this who I am, or am I going for the image?’

Work on valuing empathy and connection as highly as status

Ask one’s self what really matters, in work and leisure, and make time to pursue it

Be honest about feelings and needs

Connect to someone one cares about

Involve in projects that help empowering true value and identity

Stop doing the acceptable just to be accepted

THREE in business The adaptable, ambitious type Focused, excelling, driven, and image-conscious Know how to work efficiently to get the job done according to customer expectations Often attractive, charming, and energetic, are conscious of the image they project of themselves as well as of their team and company Like getting recognition and are attracted to success and positions of prestige Competitive and workaholic, driven by the need for status and personal advancement, deteriorating into cutting corners to stay ahead At their best, they are accomplished and admirable, often seen as inspiring role models by others

The adaptable, ambitious type

Focused, excelling, driven, and image-conscious

Know how to work efficiently to get the job done according to customer expectations

Often attractive, charming, and energetic, are conscious of the image they project of themselves as well as of their team and company

Like getting recognition and are attracted to success and positions of prestige

Competitive and workaholic, driven by the need for status and personal advancement, deteriorating into cutting corners to stay ahead

At their best, they are accomplished and admirable, often seen as inspiring role models by others

THREE’s leadership: the Star Star leaders are often expansive, risk-taking go-getters who ensure high productivity for their organizations. Formidable models for others, they are efficient and supremely goal-oriented; consequently, they tend to rise to top organizational levels, or to run their own companies. What under-developed Threes personify for all of us is our image-making. They're good at self-promotion and can be perceived as showcasing themselves at the expense of the team. Threes tend to look outward for their reflection in the eyes of others--and their inner life can be lacking. Their driving force is vanity, which shows up in the fixation of self-deception (e.g., convincing oneself that a failure to involve the team in a major business coup was not important because of the results achieved). Developmental skills include learning to collaborate instead of compete, clarifying their own values/developing internal criteria (vs. external validation), learning from failure, and accessing their feelings. Their key development need is truthfulness, speaking from the essential self and not through personality needs.

Star leaders are often expansive, risk-taking go-getters who ensure high productivity for their organizations. Formidable models for others, they are efficient and supremely goal-oriented; consequently, they tend to rise to top organizational levels, or to run their own companies.

What under-developed Threes personify for all of us is our image-making. They're good at self-promotion and can be perceived as showcasing themselves at the expense of the team. Threes tend to look outward for their reflection in the eyes of others--and their inner life can be lacking. Their driving force is vanity, which shows up in the fixation of self-deception (e.g., convincing oneself that a failure to involve the team in a major business coup was not important because of the results achieved).

Developmental skills include learning to collaborate instead of compete, clarifying their own values/developing internal criteria (vs. external validation), learning from failure, and accessing their feelings. Their key development need is truthfulness, speaking from the essential self and not through personality needs.

THREE’s management Leadership: Entrepreneurial leader Strategy: Achievement oriented Decision Making: Success-oriented Managing Change: Motivating Delegating: The vain delegator Communication: Persuasive communicator Negotiation: Persuasive negotiator Power: Image power

Leadership: Entrepreneurial leader

Strategy: Achievement oriented

Decision Making: Success-oriented

Managing Change: Motivating

Delegating: The vain delegator

Communication: Persuasive communicator

Negotiation: Persuasive negotiator

Power: Image power

Famous THREES Bill Clinton, Oprah Winfrey, Jane Pauley, Michael Landon, Tony Robbins, Tom Cruise, Barbra Streisand, Sharon Stone, Madonna, Shirley MacLaine, Sting, Paul McCartney, Dick Clark, Whitney Houston, Ted Danson, Michael Jordan, Shania Twain, Sylvester Stallone, Arnold Schwarznegger, Billy Dee Williams, Kathy Lee Gifford, Truman Capote, and O.J. Simpson

Bill Clinton, Oprah Winfrey, Jane Pauley, Michael Landon, Tony Robbins, Tom Cruise, Barbra Streisand, Sharon Stone, Madonna, Shirley MacLaine, Sting, Paul McCartney, Dick Clark, Whitney Houston, Ted Danson, Michael Jordan, Shania Twain, Sylvester Stallone, Arnold Schwarznegger, Billy Dee Williams, Kathy Lee Gifford, Truman Capote, and O.J. Simpson

4. The Romantic/Individualist/Artist/Designer FOURS at their BEST Warm Compassionate Introspective Expressive Creative Intuitive Supportive Refined Charismatic Empathic FOURS at their WORST Depressed Self-conscious Guilt-ridden Moralistic Withdrawn Stubborn Moody Self-absorbed Moralistic Demanding attention for their pain Motivated by the need to understand your feelings and to be understood, to search for the meaning of life and to avoid being ordinary. MBTI: INFJ,INFP,ENFJ,ISFP

FOURS at their BEST

Warm

Compassionate

Introspective

Expressive

Creative

Intuitive

Supportive

Refined

Charismatic

Empathic

FOURS at their WORST

Depressed

Self-conscious

Guilt-ridden

Moralistic

Withdrawn

Stubborn

Moody

Self-absorbed

Moralistic

Demanding attention for their pain

FOUR's fear - desire - wings Fear: not having identity or personal significance Desire: to create an identity THREE-wing: the Aristocrat FIVE-wing: the Bohemian

Fear: not having identity or personal significance

Desire: to create an identity

THREE-wing: the Aristocrat

FIVE-wing: the Bohemian

FOUR’s passion & fixation: envy & melancholy Envy: something’s mission, yearning to fill the emptiness Melancholy: bitter-sweet favor. When FOURS experience joy it is passionate and deep, but includes the knowledge that its opposite is never far away

Envy: something’s mission, yearning to fill the emptiness

Melancholy: bitter-sweet favor. When FOURS experience joy it is passionate and deep, but includes the knowledge that its opposite is never far away

FOUR’s stress: toward TWO Feel the need to change themselves Push-pull way of relating, need to attract people and be approved of

Feel the need to change themselves

Push-pull way of relating, need to attract people and be approved of

FOUR’s security: toward ONE FOURS are idealists in the realm of feelings Add perfectionism to personality and become critical

FOURS are idealists in the realm of feelings

Add perfectionism to personality and become critical

FOUR subtypes Self-preservation: take risks, live life recklessly. To really be alive means to experience life to the full, to be willing to take whatever comes along and ride with it Social: fear for not being good enough so people will reject. Apply creativity to their involvement Sexual: competitive

Self-preservation: take risks, live life recklessly. To really be alive means to experience life to the full, to be willing to take whatever comes along and ride with it

Social: fear for not being good enough so people will reject. Apply creativity to their involvement

Sexual: competitive

FOUR’s relationships Emotional experience vary so widely and intensely Push-pull habit Loyal and generous to real friend

Emotional experience vary so widely and intensely

Push-pull habit

Loyal and generous to real friend

FOUR virtue & idea: equanimity & origin Equanimity: being harmonious and complete in oneself They are part of holy origin, celebrate and let that creative source express itself through them in their lives

Equanimity: being harmonious and complete in oneself

They are part of holy origin, celebrate and let that creative source express itself through them in their lives

FOUR learning

FOUR growth tips Take up a body-based activity to learn to ground one’s self When emotions become very strong about something, question them by tracking back to the first feeling which triggered them: it may be different from what one feels at the moment Notice attention going to what is missing, and learn to value the positive aspects of what is here and now Remind one’s self ‘abandonment’ was in the past and is not inevitable Recognize specialty and self-absorption as a way of masking fears of abandonment: focus on what is important to someone else Discover in one’s self the qualities which one envy in others Drift off feelings Avoid putting off things until in the right mood Self-discipline Avoid lengthy conversations in mind

Take up a body-based activity to learn to ground one’s self

When emotions become very strong about something, question them by tracking back to the first feeling which triggered them: it may be different from what one feels at the moment

Notice attention going to what is missing, and learn to value the positive aspects of what is here and now

Remind one’s self ‘abandonment’ was in the past and is not inevitable

Recognize specialty and self-absorption as a way of masking fears of abandonment: focus on what is important to someone else

Discover in one’s self the qualities which one envy in others

Drift off feelings

Avoid putting off things until in the right mood

Self-discipline

Avoid lengthy conversations in mind

FOUR in business The introspective, artistic type Expressive, dramatic, self-absorbed, and temperamental Deliver personalized service and/or develop distinctive products known for their refinement and sense of style Uncompromising in their pursuit of the right effect, word, or design and of gauging the personal impact of a product Dislike tasks that they feel are not creative or give them room for their personal imprint Hypersensitive to criticism and can deteriorate into moodiness and erratic work habits At their best, they bring intuition and creativity into the workplace and enrich it with their sense of depth, style, and appreciation of the personal dimension.

The introspective, artistic type

Expressive, dramatic, self-absorbed, and temperamental

Deliver personalized service and/or develop distinctive products known for their refinement and sense of style

Uncompromising in their pursuit of the right effect, word, or design and of gauging the personal impact of a product

Dislike tasks that they feel are not creative or give them room for their personal imprint

Hypersensitive to criticism and can deteriorate into moodiness and erratic work habits

At their best, they bring intuition and creativity into the workplace and enrich it with their sense of depth, style, and appreciation of the personal dimension.

FOUR’s leadership: the Innovator Innovators are vital to the health of an organization because they are able to view things from a new slant and are not bound by tradition; they can keep an organization from slowly dying out of untested and outdated assumptions. More in touch with their feelings than other types, they are in danger of sinking into moodiness if they meet with resistance to their ideas. The same talent that allows Fours to "look outside the box" can lead them to wonder why they never see things the way others do, and subsequently to question if they are flawed--their conversation is ripe with sad stories. Their driving force is envy, which shows up in the fixation of dissatisfaction, a perception that "the grass is always greener somewhere else." Developmental skills include focusing more on strengths and resources and less on the "tragedy" of life, learning to develop the possibilities of their current jobs, shifting their moods through physical exercise or creative outlets, reframing self-criticism in more positive ways, and championing a program or process they believe in. Their key development need is equanimity, the ability to live in the moment.

Innovators are vital to the health of an organization because they are able to view things from a new slant and are not bound by tradition; they can keep an organization from slowly dying out of untested and outdated assumptions.

More in touch with their feelings than other types, they are in danger of sinking into moodiness if they meet with resistance to their ideas. The same talent that allows Fours to "look outside the box" can lead them to wonder why they never see things the way others do, and subsequently to question if they are flawed--their conversation is ripe with sad stories. Their driving force is envy, which shows up in the fixation of dissatisfaction, a perception that "the grass is always greener somewhere else."

Developmental skills include focusing more on strengths and resources and less on the "tragedy" of life, learning to develop the possibilities of their current jobs, shifting their moods through physical exercise or creative outlets, reframing self-criticism in more positive ways, and championing a program or process they believe in. Their key development need is equanimity, the ability to live in the moment.

FOUR’s management Leadership: Charismatic leadership Strategy: Innovation-oriented Decision Making: Feelings-centered Managing Change: Revolutionary change Delegating: The mundane delegator Communication: The aesthetic communicator Negotiation: The elegant negotiator Power: Aesthetic power

Leadership: Charismatic leadership

Strategy: Innovation-oriented

Decision Making: Feelings-centered

Managing Change: Revolutionary change

Delegating: The mundane delegator

Communication: The aesthetic communicator

Negotiation: The elegant negotiator

Power: Aesthetic power

Famous FOURS Ingmar Bergman, Alan Watts, Sarah McLachlan, Alanis Morrisette, Paul Simon, Jeremy Irons, Patrick Stewart, Joseph Fiennes, Martha Graham, Bob Dylan, Miles Davis, Johnny Depp, Anne Rice, Rudolph Nureyev, J.D. Salinger, Anaîs Nin, Marcel Proust, Maria Callas, Tennessee Williams, Edgar Allan Poe, Annie Lennox, Prince, Michael Jackson, Virginia Woolf, Judy Garland, "Blanche DuBois" (Streetcar Named Desire), Thomas Merton

Ingmar Bergman, Alan Watts, Sarah McLachlan, Alanis Morrisette, Paul Simon, Jeremy Irons, Patrick Stewart, Joseph Fiennes, Martha Graham, Bob Dylan, Miles Davis, Johnny Depp, Anne Rice, Rudolph Nureyev, J.D. Salinger, Anaîs Nin, Marcel Proust, Maria Callas, Tennessee Williams, Edgar Allan Poe, Annie Lennox, Prince, Michael Jackson, Virginia Woolf, Judy Garland, "Blanche DuBois" (Streetcar Named Desire), Thomas Merton

5. The Observer/Thinker/Investigator FIVES at their BEST Analytical Persevering Sensitive Wise Objective Perceptive Self-contained Dedicated Creative thinking FIVES at their WORST Intellectually arrogant Stingy Stubborn Distant Critical of others Unassertive Negative Withdrawn Distrustful Out of touch Motivated by the need to know everything and understand the universe, to be self-sufficient and left alone, and to avoid not having the answer or looking foolish. MBTI: INTP,ISTP,INTJ,ISTJ

FIVES at their BEST

Analytical

Persevering

Sensitive

Wise

Objective

Perceptive

Self-contained

Dedicated

Creative thinking

FIVES at their WORST

Intellectually arrogant

Stingy

Stubborn

Distant

Critical of others

Unassertive

Negative

Withdrawn

Distrustful

Out of touch

FIVE's fear - desire - wings Fear: being useless, helpless, incapable Desire: to be capable and competent FOUR-wing: the Iconoclast SIX-wing: the Problem Solver

Fear: being useless, helpless, incapable

Desire: to be capable and competent

FOUR-wing: the Iconoclast

SIX-wing: the Problem Solver

FIVE’s passion & fixation: avarice & stinginess Avarice: feel the lacking the means for safe survival. Not usually material but information Stinginess: The greatest necessities are time, energy & personal space. If demanded, they respond calmly to go away

Avarice: feel the lacking the means for safe survival. Not usually material but information

Stinginess: The greatest necessities are time, energy & personal space. If demanded, they respond calmly to go away

FIVE’s stress: toward SEVEN Scan for possible escapes

Scan for possible escapes

FIVE’s security: toward EIGHT Take charge, be definite and forthcoming Access anger Physical enjoyment through touch

Take charge, be definite and forthcoming

Access anger

Physical enjoyment through touch

FIVE subtypes Self-preservation: my home is my castle. Create a warm, secure place where they have everything Social: collect totem figures or totemic information Sexual: exchange confidences enables them to feel safe. Confidentiality in physical expression

Self-preservation: my home is my castle. Create a warm, secure place where they have everything

Social: collect totem figures or totemic information

Sexual: exchange confidences enables them to feel safe. Confidentiality in physical expression

FIVE’s relationships Crave emotional connection Back off from invasive or demanding Attracted towards a person who allows them their own space Need for privacy Dislike being at the center of attention

Crave emotional connection

Back off from invasive or demanding

Attracted towards a person who allows them their own space

Need for privacy

Dislike being at the center of attention

FIVE’s virtue & idea: non-attachment & omniscience Non-attachment allows feelings, experiences and things to come and go, knowing that the universe is abundant. Allowing energy to flow more freely and sharing it makes self-renewing Omniscience is the mind in which all knowing is available without thinking for accumulating knowledge. Discover they have access to wisdoms, safety is found in an inner experience of already knowing all they need

Non-attachment allows feelings, experiences and things to come and go, knowing that the universe is abundant. Allowing energy to flow more freely and sharing it makes self-renewing

Omniscience is the mind in which all knowing is available without thinking for accumulating knowledge. Discover they have access to wisdoms, safety is found in an inner experience of already knowing all they need

FIVE learning

FIVE growth tips Take up a physical practice which helps ground in one’s body Join a group which encourages self-disclosure Let one’s self feel physical sensations and emotions as they happen Notice how one’s mind detaches from feelings and sorts things into compartments, and how secrecy and superiority create separation Cultivate here-and-now behavior, particularly allowing one’s self luxuries Notice when one is controlling space/time/energy and manipulating others through restricting what and when one will give: start to allow the control to drop Stay connected with physicality Meditate, jogging, yoga, dancing Learn from peers Avoid distractions from non-supportive projects Accept and work through conflicts

Take up a physical practice which helps ground in one’s body

Join a group which encourages self-disclosure

Let one’s self feel physical sensations and emotions as they happen

Notice how one’s mind detaches from feelings and sorts things into compartments, and how secrecy and superiority create separation

Cultivate here-and-now behavior, particularly allowing one’s self luxuries

Notice when one is controlling space/time/energy and manipulating others through restricting what and when one will give: start to allow the control to drop

Stay connected with physicality

Meditate, jogging, yoga, dancing

Learn from peers

Avoid distractions from non-supportive projects

Accept and work through conflicts

FIVE in business The perceptive, provocative type Curious, innovative, secretive, and eccentric Tireless learners and experimenters, especially in specialized or technical matters Like to understand in detail, spend time on research, and follow their curiosity wherever it leads Highly analytical and preoccupied with discovery, not paying attention to project time constraints and relationships Deteriorate into arrogance and non-communication, intellectual bickering and oneupsmanship At their best, Fives are visionary pioneers, bringing strikingly new ideas and profound depth to their work.

The perceptive, provocative type

Curious, innovative, secretive, and eccentric

Tireless learners and experimenters, especially in specialized or technical matters

Like to understand in detail, spend time on research, and follow their curiosity wherever it leads

Highly analytical and preoccupied with discovery, not paying attention to project time constraints and relationships

Deteriorate into arrogance and non-communication, intellectual bickering and oneupsmanship

At their best, Fives are visionary pioneers, bringing strikingly new ideas and profound depth to their work.

FIVE’s leadership: the Synthesizer Because of their ability to take in the whole picture and integrate its components in creative ways, well-developed Synthesizers can be consummate strategists and visionaries. Often very bright, they are extremely capable of influencing others through their knowledge. Sometimes they sound like they're giving a dissertation. Although Fives can be profound and passionate leaders, they tend to disdain the role of emotions in human interaction. They are the most independent of the nine styles and prefer to be surrounded by other highly capable people who need no direction or external reinforcement. Their driving force is hoarding, which shows up particularly in their fixation on detachment from emotions, a "stinginess" of feelings. Developmental skills include debating less and probing/ listening more with the goal of mutually satisfying solutions, taking their role as coach more seriously--including giving attention to group process (meetings, teamwork, etc.), and affirming others' positive efforts. Their key development need is nonattachment, engaging with others without fear of being overwhelmed.

Because of their ability to take in the whole picture and integrate its components in creative ways, well-developed Synthesizers can be consummate strategists and visionaries. Often very bright, they are extremely capable of influencing others through their knowledge.

Sometimes they sound like they're giving a dissertation. Although Fives can be profound and passionate leaders, they tend to disdain the role of emotions in human interaction. They are the most independent of the nine styles and prefer to be surrounded by other highly capable people who need no direction or external reinforcement. Their driving force is hoarding, which shows up particularly in their fixation on detachment from emotions, a "stinginess" of feelings.

Developmental skills include debating less and probing/ listening more with the goal of mutually satisfying solutions, taking their role as coach more seriously--including giving attention to group process (meetings, teamwork, etc.), and affirming others' positive efforts. Their key development need is nonattachment, engaging with others without fear of being overwhelmed.

FIVE’s management Leadership: Strategic leaders Strategy: Expertise-oriented Decision Making: Rational decision-making Managing Change: Aggressive change manager Delegating: The remote delegator Communication: The impersonal communicator Negotiation: The unemotional negotiator Power: Expert power

Leadership: Strategic leaders

Strategy: Expertise-oriented

Decision Making: Rational decision-making

Managing Change: Aggressive change manager

Delegating: The remote delegator

Communication: The impersonal communicator

Negotiation: The unemotional negotiator

Power: Expert power

Famous FIVES Albert Einstein, Stephen Hawking, Bill Gates, Georgia O'Keefe, Stanley Kubrick, John Lennon, Lily Tomlin, Gary Larson, Laurie Anderson, Merce Cunningham, Meredith Monk, James Joyce, Bjšrk, Susan Sontag, Emily Dickenson, Agatha Christie, Ursula K. LeGuin, Jane Goodall, Glenn Gould, John Cage, Bobby Fischer, Tim Burton, David Lynch, Stephen King, Clive Barker, Trent Reznor, Friedrich Nietzsche, Vincent Van Gogh, Kurt Cobain, Jodie Foster, and "Fox Mulder" (X Files)

Albert Einstein, Stephen Hawking, Bill Gates, Georgia O'Keefe, Stanley Kubrick, John Lennon, Lily Tomlin, Gary Larson, Laurie Anderson, Merce Cunningham, Meredith Monk, James Joyce, Bjšrk, Susan Sontag, Emily Dickenson, Agatha Christie, Ursula K. LeGuin, Jane Goodall, Glenn Gould, John Cage, Bobby Fischer, Tim Burton, David Lynch, Stephen King, Clive Barker, Trent Reznor, Friedrich Nietzsche, Vincent Van Gogh, Kurt Cobain, Jodie Foster, and "Fox Mulder" (X Files)

6. The Devil’s Advocate/Questioner/Loyalist/Networker/Defender/Troubleshooter SIXES at their BEST Loyal Likable Caring Warm Compassionate Witty Practical Helpful Responsible Productive Imaginative Protective SIXES at their WORST Hyper-vigilant Controlling Unpredictable Judgmental Paranoid Defensive Rigid Self-defeating Testy Ineffective Inflexible Motivated by the need for security, to feel taken care of, or to control your fears. MBTI: ISFJ,ESFJ,INFP,ENFP

SIXES at their BEST

Loyal

Likable

Caring

Warm

Compassionate

Witty

Practical

Helpful

Responsible

Productive

Imaginative

Protective

SIXES at their WORST

Hyper-vigilant

Controlling

Unpredictable

Judgmental

Paranoid

Defensive

Rigid

Self-defeating

Testy

Ineffective

Inflexible

SIX's fear - desire - wings Fear: being without support and guidance Desire: to have security and support FIVE-wing: the Defender SEVEN-wing: the Buddy

Fear: being without support and guidance

Desire: to have security and support

FIVE-wing: the Defender

SEVEN-wing: the Buddy

SIX’s passion & fixation: fear/doubt & cowardice Doubt masks fear. 2 types of SIXES: fight (counter-phobic) or flight (phobic) Coward in imagination: anticipate negative outcome and procrastinate

Doubt masks fear. 2 types of SIXES: fight (counter-phobic) or flight (phobic)

Coward in imagination: anticipate negative outcome and procrastinate

SIX’s stress: toward THREE Stop procrastinating, apply imagination to getting the job done Working to illness reinforces distance from emotion

Stop procrastinating, apply imagination to getting the job done

Working to illness reinforces distance from emotion

SIX’s security: toward NINE Soft, warm and loving Non-initiation reinforces tendency to inaction

Soft, warm and loving

Non-initiation reinforces tendency to inaction

SIX subtypes Self-preservation: disarm potential hostility; be warm, giving, affectionate and personally loyal Social: duty is important, ally with and actively support socially worthy group; focus on under-privileged Sexual: affect others so as not to be affected, through strength and/or attractiveness and love of beauty

Self-preservation: disarm potential hostility; be warm, giving, affectionate and personally loyal

Social: duty is important, ally with and actively support socially worthy group; focus on under-privileged

Sexual: affect others so as not to be affected, through strength and/or attractiveness and love of beauty

SIX’s relationships Look for whom to unite Ask question without saying much about themselves Express love and friendship through actions

Look for whom to unite

Ask question without saying much about themselves

Express love and friendship through actions

SIX’s virtue & idea: courage & faith Courage: trusting body’s and heart’s intuition enough to act. In midst of calamitous danger the simply know what to do and have done it. Allow immediate life to affect them respond appropriately Faith: practicing trust, focus on positive experience without questioning its hidden deaths

Courage: trusting body’s and heart’s intuition enough to act. In midst of calamitous danger the simply know what to do and have done it. Allow immediate life to affect them respond appropriately

Faith: practicing trust, focus on positive experience without questioning its hidden deaths

SIX learning

SIX growth tips Take up a physical practice to help bring awareness into body and out of head; notice being braced to face the worse, and relax Ask one’s self from time to time ‘Am I imagining this? Is it a genuine intuition or a projection?’ Ask friends for feedback and a reality check Take time to remember and enjoy past successes and skills, and congratulate one’s self on present ones Notice how doubt shuts out relationships (‘Can I trust them?’) and practice trusting and having faith Use imagination: to create pleasant options, also to project threatening scenarios to the improbable limit so one can defuse and laugh at them Counter-phobic Sixes: before going into action, ask one’s self if it is appropriate, and whether one has anything to prove Work creatively to be more present to anxiety Avoid pessimism Identify what makes the anxiety Work to become more trusting

Take up a physical practice to help bring awareness into body and out of head; notice being braced to face the worse, and relax

Ask one’s self from time to time ‘Am I imagining this? Is it a genuine intuition or a projection?’ Ask friends for feedback and a reality check

Take time to remember and enjoy past successes and skills, and congratulate one’s self on present ones

Notice how doubt shuts out relationships (‘Can I trust them?’) and practice trusting and having faith

Use imagination: to create pleasant options, also to project threatening scenarios to the improbable limit so one can defuse and laugh at them

Counter-phobic Sixes: before going into action, ask one’s self if it is appropriate, and whether one has anything to prove

Work creatively to be more present to anxiety

Avoid pessimism

Identify what makes the anxiety

Work to become more trusting

SIX in business The engaging, loyal type Likable, responsible, anxious, and suspicious Are diligent and reliable workers Build alliances and partnerships that help orient their co-workers and get things done Are able to assess the motivations and relative merits of others and scan the business environment for potential problems Dislike taking risks and want consensus and predictability Indecisive and have difficulty taking responsibility or action without group authority and can deteriorate into evasiveness and blaming others At their best, Sixes are self-reliant, independent, and courageous, often calling a group back to its root values.

The engaging, loyal type

Likable, responsible, anxious, and suspicious

Are diligent and reliable workers

Build alliances and partnerships that help orient their co-workers and get things done

Are able to assess the motivations and relative merits of others and scan the business environment for potential problems

Dislike taking risks and want consensus and predictability

Indecisive and have difficulty taking responsibility or action without group authority and can deteriorate into evasiveness and blaming others

At their best, Sixes are self-reliant, independent, and courageous, often calling a group back to its root values.

SIX’s leadership: the Partner Partners at their best are highly team-oriented leaders and excellent managers who bring out the best in everyone. These are energetic executives who attend to interdependent organizational needs, which shows up in their language as thoughts about the group. Their driving force is fear, which is manifested in less well-developed Sixes as a fixation on accusation of others (particularly those in authority). Sixes also look for hidden agendas, and experience self-doubt. They may procrastinate and/or blurt out their feelings with a kind of reckless courage (driven by their anxieties), and then worry that they've shot themselves in the foot--and they may have. The good news is that they challenge others in ways that hold them accountable; the bad news is that they're always looking for the bad news! Developmental skills include getting a reality check on their fears, empowering themselves vs. blaming others, focusing more on possibilities vs. worries, and centering their verbal presentations on a central theme and several key points. Their key development need is courage, consistent with a certain kind of "morality": recognizing their own contribution to situations instead of playing "victim".

Partners at their best are highly team-oriented leaders and excellent managers who bring out the best in everyone. These are energetic executives who attend to interdependent organizational needs, which shows up in their language as thoughts about the group.

Their driving force is fear, which is manifested in less well-developed Sixes as a fixation on accusation of others (particularly those in authority). Sixes also look for hidden agendas, and experience self-doubt. They may procrastinate and/or blurt out their feelings with a kind of reckless courage (driven by their anxieties), and then worry that they've shot themselves in the foot--and they may have. The good news is that they challenge others in ways that hold them accountable; the bad news is that they're always looking for the bad news!

Developmental skills include getting a reality check on their fears, empowering themselves vs. blaming others, focusing more on possibilities vs. worries, and centering their verbal presentations on a central theme and several key points. Their key development need is courage, consistent with a certain kind of "morality": recognizing their own contribution to situations instead of playing "victim".

SIX’s management Leadership: Conservative leadership Strategy: Risk-averse strategy Decision Making: Decision through analysis Managing Change: Traditionalist Delegating: The insecure delegator Communication: The cautious communicators Negotiation: The inflexible nego

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