Enneagram Team Report SAMPLE COMPANY NAME TEAM NAME

Transcription

1 Enneagram Team Report SAMPLE November 2012 COMPANY NAME TEAM NAME Team Members Johny T (Team Leader) Harry Peters Jack Person Lisa Simpson Mary le Lamb Nelly Fritter Suzie Sample Page 1

2 Team Centre of Intelligence The centre of intelligence refers to what the team displays at the level of collective behavioural expression. It may not be reflective of individual motivation or preferences. It is indicative of the collective behavioural point of entry into team processes and engagements with stakeholders. This team is predominantly thinking-centred and will therefore emphasise a rational, objective and factual approach to collective decision making. The team is not completely out of touch with the action and feeling centres, but may be relying quite heavily on certain individuals to represent these energies within the team. The team may want to consider how it collectively ensures that the feeling and action orientations are also represented in the way in which projects are tackled and decisions are made. To bring Action into balance: Ensure that more team members take the responsibility for moving the team forward, rather than becoming dependent on one or two individuals to do so Translate emotions and concerns into clear, practical action steps and behavioural criteria wherever possible Include an assessment of urgency as part of decision making criteria Cut meeting times by 20-30% without cutting down on the content being discussed Encourage individuals to walk and talk when discussing important projects Constantly ask questions such as What are we going to do? What are we doing Are we doing enough? Are we doing what we said we would do? Hold each other accountable to commitments and ensure that new commitments are action-oriented and linked to specific behaviours To bring Feeling into balance: When emotions are being discussed, practise involving all team members in the discussion, rather than allowing one or two members to contribute on behalf of the collective Ask how people feel, not just what action is required when making decisions about issues Page 2

3 Start meetings with a weather report or an opportunity for individuals to say how they are feeling Create space and rituals for publically appreciating each other s gifts Develop the level of emotional candour and the ability of the team to name emotions, including emotions such as anger, frustration and excitement Develop and reinforce the capacity of individuals to give and receive feedback in a mature manner Team Enneagram Profile The Team Enneagram is an indication of the collective values and drivers that are likely to be important and present in the team. The team profile should be interpreted in light of what is present and what is absent as this impacts on the balance of the team. It is also likely to indicate what kinds of tasks and responsibilities there may or may not be collective energy available for. Enneagram Main Type Distribution of Team Members E8 E9 E1 E2 E3 E4 E5 E6 E7 member name; member name member name; member name member name member name; member name member name member name; member name; member name[l] member name; member name; member name Page 3

4 Main Team Type - Enneagram 5: Quiet Specialisation Values: Depth of expertise Objectivism Conservation of resources Self-sufficiency Understanding Solitude Teams that are characterised by an emphasis on Enneagram Type 5 values are likely to prefer a team environment that enables individuals to contribute their expertise and knowledge. Competence within their chosen field is not only important to the team, but will also influence the way in which the team approaches operational and strategic challenges. The team is likely to value having time to objectively make sense of information and challenges in depth. This may lead the team to get quite caught up in thinking tasks associated with their function as they try to make sense of issues and data. Facts and logic are likely to carry more weight than social, emotional and intuitive data when the team is making decisions and responding to the environment. The team should be fairly good at separating home from work, maintaining a certain amount of privacy and personal boundaries over time, regardless of the stage of team formation. Team Type Effect on Relationships From an interpersonal and social perspective, team relationships are likely to be less important to the team than their task responsibilities. This is as a result of the pattern of emotional detachment that is likely to play out in the team, although some individual team members may have different needs in this respect. As the team is likely to maintain interpersonal boundaries and respect each other s need for privacy, the team s cohesion and relational health will largely be driven by the extent to which the team respect each other s professional contribution and competency. Team discussions will rarely be warm or personal. The team may be quite comfortable working independently and self-sufficiently for extended periods of time. This can lead to relative isolation, even though people may be working in close proximity to each other. The team may also be quite comfortable communicating via indirect, technology driven means, overlooking the need for in-person contact time to support team health and effectiveness. Emotional discussions are likely to be experienced as quite draining by the team. Page 4

5 Team Type Effect on Thinking The team values the pursuit of information and wisdom and is likely to be quite cerebral in its orientation. As a result, the team s assessment of their health and effectiveness will by and large be driven by the team s assessment of the quality of their collective and individual thinking. The team s need to understand issues in depth may delay decision making and action. At the same time, the team may completely avoid spending time analysing and understanding issues that they feel are of no interest to them. When the team is faced with high pressure situations, the detached team style is likely to support a calm and clearheaded response. The team may struggle to share information and knowledge with others outside of the team, and on occasion in the team as well. As knowledge and insight are likely to be seen as scarce currency, the team may subconsciously view the worth of the team as diminished once others also have access to the team s knowledge and insights. The team s insight may be quite visionary and pioneering as a result of profound insights and breakthroughs. Team Type Effect on Tasks The team will be approach problems in a systematic and self-sufficient manner. When the team approaches collective tasks that require cooperation and interdependence, the team is likely to find creative ways of enabling individual time to think or act independently before bringing inputs or outputs together. The team may focus more energy on understanding and sense making than on the actual outcomes or results of their efforts. The team could benefit from learning how to represent themselves more effectively in the organisation. This typically entails taking up more space in the broader organisation to ensure that their expertise and ideas influence organisational outcomes. The team will be more adept at responding to challenges when they are well prepared and aware of requirements as they may not react well to surprises. The team may have a pattern of neglecting communication tasks and stakeholder engagement. Tasks that are non-intellectual, require being the centre of attention or that fall outside the team s interests may be quite draining to the team. The team will generally prefer observing boundaries between different projects or areas of responsibility. The team will be able to push feelings aside and approach tasks in a detached manner. However, should the situation require that the team walk away from a challenge or should the task become highly politically charged within the organisational context, they should be able to walk away from it quite easily. Page 5

6 Preferred Goals The team is likely to prefer and resonate most with goals that are: Aligned with the team s expertise Linked to useful and interesting outputs Task-oriented rather than relationship-oriented Systematically clarified and clearly specified Manageable rather than overwhelming Capable of being completed more independently or autonomously When the Enneagram 5 values are taken too far, the following traps and pitfalls may emerge for the team: The need for privacy and self-sufficiently may lead the team to be a collective of independent individuals rather than a group working towards a common purpose in an interdependent manner. This may inhibit the ability of the team to be more than the sum of the individuals in the team. The team may neglect communication and relationships to the extent that people become disconnected from each other at a task and emotional level. This is likely to have a negative impact on alignment and synchronisation of activities. The focus on logic and emotional detachment expressed in the team may lead to decisions being made on detailed factual but incomplete information as a result of the devaluing of emotional and social information. The team may isolate itself relative to the rest of the organisation, thereby minimising its ability to influence organisational decisions, strategy and politics. When conflicts or emotions arise in the team, the team s tendency to withdraw from the issue may lead to the issue simmering or recurring cyclically without ever being resolved. The team may deliberately or unconsciously withhold information or insights from each other and from stakeholders. This can create confusion as others in the organisation may not know or appreciate what the team is busy with. This in turn impacts on the ability of the organisation to tap into and utilise the expertise and competence of the team effectively. The team s expertise-driven influencing style may lead to others feeling humiliated and unintelligent. This will inhibit their likelihood to engage with the team. The team s tendency to minimise needs and conserve resources may lead to the team not making use of the organisational resources at their disposal to maximise project outputs. The tendency to work behind closed doors and alone may lead to an approach that seems secretive and makes others feel uncomfortable. The team may tend to observe rather than participate in organisational life. Page 6

7 Team Type impact during Team Development Stages Forming Storming Norming Performing The team are likely to be quite guarded and uncomfortable with each other during the forming stages of the team s relationships. As team members will be fairly disinterested in small talk and generalised social exchanges, early interactions are likely to centre on figuring out each other s expertise in relation to the team s purpose. The team may objectively understand that they need to get to know each other, but may still not do much to enact this. Even though people may find that they are struggling to get to know each other, this may not be seen as much of a problem to team members. When things get heated in the team, many of the team members may be quick to disengage and withdraw into themselves. Highly loaded emotional discussions are likely to be experienced as draining. Team members may struggle to connect to and express their feelings on matters. When the team feels threatened, they are likely to become more directly provocative. The team may also resent the intrusions and demands that are forced on them as a result of conflict. Individuals in the team may get embroiled in intellectual turf wars should the team get stuck in this phase of team development. The team is likely to relax and feel much more comfortable once expectations and goals are articulated and clear. The team will appreciate group norms that still allow for sufficient autonomy and respect of the need for privacy/ space. Once members start trusting each other s expertise and skills, it becomes easier to collaborate and work together. Team relationships are likely to still be quite detached and taskdriven, although interpersonal interactions may at this stage be much less exhausting to members than they were during the forming and storming phases. This is the stage that all Enneagram 5 teams enjoy most. The team members are likely to be more enthusiastic and supportive of each other and of working together. Members know that their thinking and output will be enhanced by the quality of thinking of other team members. However, many tasks will still be tackled in a more autonomous manner. The team will respond well to the acknowledgement of their expertise, knowledge and contribution to the organisation. The team will still be sensitive to the potential for overcommitting team or individual resources to projects. Page 7

8 Secondary Team Enneagram Type Influence The secondary team types are also prevalent at the level of behaviour but may not be as prominent in terms of driving values and culture as the main team type. Enneagram 6: Vigilant Scepticism As a team, there will be a strong emphasis on loyalty and risk. The team should be cautious in its approach, with a big emphasis on evaluating potential threats and data from the environment that may impact decisions. The team may struggle to relax as a result of internal tension created by this vigilant approach. The team may debate issues to-and-fro which could inhibit the ability of the team to move confidently and swiftly into action. As the team is likely to value teamwork and shared responsibility, decision making may be more democratic and collaborative when the situation allows for such an approach. Trust is likely to be an important theme for this group: at the level of decision making (do we have trust in this decision), team relationships (can we trust each other to be responsible) and leadership (do we have trust in our leader / company leadership). Some team members may however be more cautious and anxious than others. Enneagram 1: Strict Perfectionism The team is likely to be highly conscientious but may also come across as judgemental and highly critical. Some members in the team are likely to have more of a black-and-white view of the world, which may exacerbate the certain and forthright way in which ideas are expressed. This aspect of the team s profile is likely to enhance the extent to which work is done in a structured and orderly fashion. It is also likely to enhance the task orientation that is expressed. It may improve the quality of planning but may slow down decision making processes and inhibit creativity and innovation in the team. Page 8

9 Under-Developed Team Type These types represent values and behaviours that are not well represented in the team, and may pinpoint areas that are out of balance in terms of team dynamics. Enneagram 8: Active Control Control, assertiveness and self-directedness are qualities that may be under-represented and neglected in this team. As a result, the team may struggle to be direct, forthright, tough and uncompromising when required. This may lead the team to struggle with tough decisions that require force and the direct expression of willpower and decisiveness, even during times of crisis. The team may also not value or exert its own influence in the larger organisation. The team is likely to shy away from the expression of anger and independence that is normally associated with the Enneagram 8 team style. This may block the team s access to courage and strength. The undervalued qualities of team effectiveness and health for this team may therefore relate to: Bold and independent decision making Assertive management and leadership Challenging teams to perform Straight talking Page 9

10 Team Strain Profile The strain profile represented here, is not representative of the collective stress being experienced within the team. It rather reflects how much strain the team members are under from a subjective and individual perspective. The team is currently experiencing moderate levels of strain yet seem to be fairly happy within their collective current context. Individual areas of moderate strain: Vocational Strain Environmental Strain Psychological Strain Physical Strain The team is likely to feel moderately strained at present. This may either be indicative of positive momentum and healthy levels of pressure, or conversely may be indicative of growing frustration and tension being experienced by the individual team members. It should however be noted, that some members of the team are significantly more stresses and unhappy than others. At a collective level, the team may need to develop sensitivity as to the amount of support they provide each other with. In general, the strain profile is slightly lower than typical of Enneagram 5 teams, except in the areas of physical and psychological strain that are comparable to the trends. To decrease the level of strain individual team members may be experiencing, the following activities may be useful in moderation: Become sensitive to the individual levels of strain in the team and where additional support may be required, especially areas where the leader may still have access to more energy and resources than the rest of the team Build positive team behaviours through which individuals express mutual support and appreciation for each other s contributions Address areas of frustration and unhappiness to change the patterns in the team through behavioural and facilitation intervention if required and if interpersonal strain escalates Support individuals to take time to relax and take care of their wellbeing through self-care and fitness activities (change the story about the value of self-sacrifice vs. self-care) Find ways of alleviating the sources of strain through action and access to the line of release in relation to the team s dominant team style. Page 10

11 Team Hornevian Group Profile The Hornevian Profile represents the dominant social style of the team and is indicative of how individuals are likely to interact with each other. In this team, there is a moderate emphasis on moving towards others, as represented in the Compliant Hornevian group. This is likely to lead to the adjustment of individual opinions and desires towards group norms and standards of behaviours and may make individual team members quite aware and sensitive to their relationship with authority figures and managers. The team is likely to overtly support and comply with larger organisational initiatives and strategies as well as with authority. The Withdrawn Hornevian group is also well expressed in the team, which is likely to people withdrawing into themselves easily and displaying a high need for privacy and personal space. The compliant movement of this team combines with a desire to make sense of the world as indicated by the Enneagram 5 team style. The compliant style emerges as a result of the strong representation of Enneagram 6 and 1 in the team. Compliance is likely to emphasise complying with best practice, policy, standards and team / leader decisions. This may lead to the team to be quite specific about what is acceptable and the standards of the team without sacrificing depth of understanding and application in the process. Page 11

12 Team Harmonics Group Profile The Harmonics Profile represents the conflict response of the team and is indicative of the team s focus of attention during periods of conflict or when they do not get what they want. In this team there is a moderate emphasis on the Competency Harmonic style. When the team does not get what it wants, it will tend to emphasise putting feelings aside and moving to the space where they can address the situation through application of energy in an efficient, competent and objective manner. This will lead to the team relying on logic to turn the situation around when things don t go their way while also expecting others to do the same. The team has a moderate level of access to the positive outlook response style when addressing conflict and challenges within the team. The team is fairly unlikely to respond to conflict and challenges reactively, which may on occasion block the team s ability to access the energy required to work through obstacles. To deal sustainably with challenges, teams need access to the full reactive-positive outlook-competency cycle of conflict. Page 12

13 Team Instincts The instinctual variants designed by Riso and Hudson describe the dominant or essential needs that are manifest individually and collectively. These instincts drive behaviour at an unconscious level. The dominant instinct in this team relates to self-preservation, also known as the I instinct. As a result, a lot of energy in the team is likely to be channelled into protecting the team and individuals from harm. The team is therefore likely to be very sensitive to decisions and actions that negatively impact on their comfort and wellbeing. The team is therefore likely to emphasise order and structure as self-protective measures. The team may also react strongly to any lack of resources and may be anxious about running out of supplies or space and being in a position that makes the team feel exposed or unsafe. The sub-type associated with the Self Preservation instinct at Enneagram 5 relates to the metaphor of the castle. The team has a high need to be protected from the organisation, the world and other people. The team is therefore likely to be extremely sensitive to the extent to which others overstep authority or try to manage or guide the team if this is done without explicit invitation and permission. The team is likely to minimise their own resource and emotional needs, making it difficult to ask or accept assistance and inputs. Others may experience the team as guarded, private and uncommunicative. The team will very rarely express anger. The team may be quite internally focused, not venturing into the politics and strategies of the rest of the organisation much. Page 13

14 Enneagram Style of the Leader LEADER NAME The team leader for this team has a dominant motivation towards Quiet Specialisation at Enneagram 5. Leadership and management efforts are therefore likely to focus efforts on making sense of information and complex problems. This is likely to manifest as leadership behaviour in the following ways: Allocation of resources being done in a conservative manner to stretch resources Preference for space to set goals, plan and execute tasks in a detailed and independent manner rather than leveraging the full value of a more collaborative approach Increasing comfort with delegation as you deal with more knowledgeable experts A more detached and task-driven approach to motivating and inspiring others A preference for dealing with change and strategy at the cognitive level through application of logic, with the potential to neglect the emotional needs of the team Potential to be somewhat uncommunicative or conversely overly detailed when communicating with the team, depending on the topic An approach to managing performance and leadership which the team may experience as driven by expertise, a need to understand things and task issues rather than the personal and emotional elements of team leadership. From a leadership perspective, the following may be areas of development: Setting relationship and people-related goals to ensure a balanced goal and priority list Being aware of urgency and timing when drawing up plans to not get lost in the detail Making use of more inclusive and collaborative planning and decision making methods Investing in face-to-face time with your team and talking more to people in general Keeping staff motivation issues and emotional needs on your radar screen as a priority Aligning people to the strategy as much as you may align task and process issues Communicating sufficiently through all channels and to all stakeholders about the bigger picture and strategic issues relevant to the organisation or team Sharing personal stories and feelings more with the team Page 14

15 An Enneagram 5 leadership style of Quiet Specialisation within a team that also values Quiet Specialisation at Enneagram 5 may lead to the following: As the dominant team style and the leadership style both sit at Enneagram 5, the level of integration and team maturity are important determining factors in the interaction pattern within this combination. From a team perspective, the leader is likely to represent their idea of an ideal leader, as the leader will be experienced as independent, objective, intellectual and non-intrusive. This mirrors the needs and style of the team and has the potential to lead to the meeting of minds in a powerful and stimulating way. The leader is likely to be quite undemanding from a relationship perspective. The leader may struggle to be demanding and direct with the team, even when the situation demands this. Attempts by the leader to take charge of the team are likely to be viewed with contempt and can lead to withdrawal from the team. At lower levels of expression, the team runs the risk of getting stuck in intellectual competitiveness and bickering, a pattern that the leader may find difficult to break. The potential for relational indifference can lead to the leader and team becoming disconnected, drifting apart while over-investing in the task elements of the job. The leader may struggle to get full view of individual tasks and projects, while the team may feel that the leader is not sharing organisational information and insights enough. Given the combination of team and leader self-sufficiency, the team may operate for extended periods without creating opportunities to share and connect on progress and challenges. The team and leader are likely to emphasise more objective, detached decision making. The opportunity to correct and balance the centres through the combination of team and leader style will therefore be difficult to capitalise on. Page 15