BUILD HIGH PERFORMING INDIVIDUALS, LEADERS & TEAMS
We offer a development program, focused on the Enneagram and the integration of
Personal Mastery, thereby creating extraordinary human & team performance
LEADERS IN HUMAN BEHAVIOR RESEARCH
ADVANCED BEHAVIOR BASED REPORTING
INTEGRATED COACHING & DEVELOPMENT PROGRAMS
EMPOWER LEADERS & TEAMS TO TAKE CONTROL
models
mastery
personal mastery
General Information
The six factors on which we focus our attention aggregate to provide an overall
index
that suggests the degree to which an individual has progressed on this personal
journey.
A critical aspect of this index is its relative nature, because it is reported in
terms
of the population in which you find yourself.
Factor A: Self Acceptance
This factor indicates the degree to which you view yourself positively and
experience a
sense of personal achievement in your life, readily facing challenges and
acknowledging
your ability to learn from your experiences. On the one hand, a sense of personal
satisfaction and achievement may suggest self-confidence and even pride while, on
the
other hand, shame, embarrassment and a need to hide the truth about yourself may
seriously lower your self- confidence.
This Factor is one of the 3 Passive Personal Mastery Triads: (A) Self-Acceptance,
(C)
Acceptance of Reality, and (E) Impact on Others. These represent different aspects
of
the willingness to live with reality rather than oppose it.
Top
Factor B: Directed Passion
This factor provides an indication of the degree to which you have a passionate
sense of
direction in what you do in both your work and private life. This suggests, on the
one
hand, a strongly inner-directed sense of motivated purpose and drive, while, on the
other hand, it suggests a somewhat disinterested approach to your work, arising from
the
need to earn a living by doing something about which you feel little or no
passionate
interest.
This Factor is one of the 3 Active Personal Mastery Triads: (B) Directed Passion,
(D)
Curiosity, and (F) Global Connection suggesting the expenditure of energy in pursuit
of
goals and connections in the world out there.
Top
Factor C: Acceptance of Reality
This indicates the degree to which you are able to accept life and the circumstances
of
your life without resistance or discomfort. On the one hand, fully accepting that
there
are things that you are unable to change or even influence, it suggests an attitude
of
resignation and willingness to make the best of any situation. On the other hand, a
dissatisfied and frustrated attitude may arise that is characterised by persistent
anger
and irritation directed at circumstances that are beyond your control.
This Factor is one of the 3 Passive Personal Mastery Triads: (A) Self-Acceptance,
(C)
Acceptance of Reality, and (E) Impact on Others. These represent different aspects
of
the willingness to live with reality rather than oppose it.
Top
Factor D: Curiosity
This indicates the degree to which you are inclined to ask questions and seek
answers to
these by various means including reading widely and making use of electronic media
such
as the internet. On the one hand, this may imply an open-minded and enquiring
attitude
to life suggesting a wide range of interests and a hunger for knowledge. On the
other
hand, a person with little interest in finding out more about the world around them
is
suggested. Such a person may believe that they already have all the answers that
they
need or have little inclination to ask questions for some reason.
This Factor is one of the 3 Active Personal Mastery Triads: (B) Directed Passion,
(D)
Curiosity, and (F) Global Connection suggesting the expenditure of energy in pursuit
of
goals and connections in the world out there.
Top
Factor E: Impact On Others
This factor indicates the degree to which you interact with others in a way that
results
in your being perceived as significant in their lives. While this could imply a
person
with an outgoing and sociable nature, this is not necessary, and the degree to which
the
individual permits others to come to rely on him or her for support in some way is
more
significant. The converse suggests a person who is rarely seen as significant to
others
and who may avoid situations in which others come to depend on him or her in any
way,
possibly having little need for the personal recognition or affirmation that this
may
elicit.
This Factor is one of the 3 Passive Personal Mastery Triads: (A) Self-Acceptance,
(C)
Acceptance of Reality, and (E) Impact on Others. These represent different aspects
of
the willingness to live with reality rather than oppose it.
Top
Factor F: Global Connection
This factor indicates the degree to which you feel connected to humanity as a whole
in a
way that transcends nationality or other limited group affiliation. This may imply
an
acceptance of all others as equal and the need to form connections with people
around
the globe in a widely spread network of personal contacts giving you a sense of
being
connected to humanity as a whole. Conversely, you may have a fairly strong sense of
belonging to a single national or racial group and feel that those who are not
members
of this group are "outsiders" with whom you may feel little need to connect or
interact.
This Factor is one of the 3 Active Personal Mastery Triads: (B) Directed Passion,
(D)
Curiosity, and (F) Global Connection suggesting the expenditure of energy in pursuit
of
goals and connections in the world out there.
Top
resilience
resilience
General Information
Emotional resilience simply refers to one's ability to adapt to stressful situations or
crises. More resilient people are able to "roll with the punches" and adapt to adversity
without lasting difficulties, while less resilient people have a harder time with stress
and life changes. Psychological and social research have demonstrated that emotional
resilience is something that can be learned or improved upon no matter what level of it
we are born with.
drives
social drives
General Information
Living organisms exist in a close relationship with their environment in which they
sometimes alter the environment to support them, or at other times, accommodate the
demands of
the environment by changing in, often subtle ways. The degree to which we are free
to adapt largely determines our ability to survive and thrive and this rests on our
sensitivity to both
internal drives and environmental demands. Put another way; do we have the capacity
to pay attention to social and biological imperatives as they arise and address them
adequately?
Abraham Maslow suggested that these needs are strictly hierarchical where each
is reached only when its predecessor is satisfied.
The Drive to Transcend
(Transformation)
This drive emerges once the lower, or fear-motivated, drives have sufficiently
receded
from awareness and some sense of satisfaction has been achieved. This allows the
search
for a higher purpose in life to begin. This is based on a need to make a difference
that
goes well beyond simple personal achievement, and is not directly intended to
elevate
the individual to a higher status.
Top
The Drive to Survive
(Self-preservation
instinct)
This drive draws attention to the need for food, shelter, clean water, physical
safety
and security; as well as the need to establish some means of ensuring its sustained
satisfaction. If unmet, individual physical extinction is the ultimate result.
Top
The Drive to Achieve (Social
instinct)
This drive strongly motivates individuals to seek an avenue of excellence, wherein
they
can contribute to the larger community in a way that is noticed, appreciated and
gives
them status. Internally, this helps to develop a sense of personal value and worth.
This
will be relatively absent if this drive is ignored or only partly met, resulting in
an
individual who leaves no legacy or mark on the world.
Top
The Drive to Affiliate (Relationship
instinct)
This drive shapes individual behaviour to conform with the norms and standards of a
primary family or social group, to ensure acceptance and inclusion as a member.
Failure
to address this leads to exclusion, and the experience of an outcast and/or a life
in
exile.
Top
energy
energy centres
General Information
The three Energy Centers refer to three different ways of processing what we
experience
and affect our sense-making and decision-making. As a result, they can also be
thought
of as three distinct Centers of Intelligence. An individual may have balanced
Centers
which implies relatively equal access to all three. Alternatively one of the Centers
may
dominate, in which case there is a possibility that the individual over-uses this
dominant Center and accesses it even in contexts where it is inappropriate. The
context
determines which of the Centers is most appropriate to rely on and utilize, or what
combination is best.
The three centers of intelligence are related to areas of the body.
Each represents a specific modality of mind.
Head Centre: Intellectual
This center, associated with thinking, represents the degree to which you are
inclined
to use logic and reasoning in approaching the world. A strong focus here implies a
tendency to be somewhat uncertain in your approach to the world which may result in
hesitation before action and an inclination to keep people at a safe distance until
you
come to trust them.
Top
Heart Centre: Emotional
Associated with feeling and emotional sensitivity, this centre represents the degree
to
which you use a sensitive and emotionally aware approach to the world. A strong
score in
this centre may suggest that you create a mask which you present to the world in
place
of your genuine self which is designed to provide you with the personal
significance,
otherwise, may feel that you lack.
Top
Gut Centre: Instinctual
This center is associated with power, action and an intuitive approach to the world.
A
strong score here is taken to indicate a forceful and directive approach to life and
a
tendency to rely on your sensitive intuition in setting a way forward for both
yourself
and others. Some people who are strongly dominant in this centre, paradoxically,
appear
to lack forcefulness because it is not always expressed outwardly.
Top
enneagram
enneagram
General Information
Ennea is a Greek word meaning the number nine, and you’ll notice that there are nine
numbers in the model, each representing a particular ‘way of being’ and behaving.
The word ‘gram’ is also Greek and refers to something written or recorded.
The Enneagram is an ancient model, which describes human behavior and the underlying
motivations or drivers of behavior. It’s a complex model and very predictive in
terms of indicating how our behavior alters as we become more pressurized and
stressed
versus becoming more relaxed and comfortable. None of these ‘nine ways of being’ is
better than or worse than any other. All can function exceptionally well and in a
positive way when they are operating at their best
(very high in Personal Masteryand Emotional Resilience) and all can be very
damaging and destructive when operating at their worst
(very low Personal Mastery and Emotional Resilience).
Style 1: Quality
Associated with a keen eye for detail and a tendency to notice what is wrong and how
it
can be improved, people who have these characteristics may be rather critical of
others
but try to avoid being criticised. They are compliant and reliable, doing what they
believe is right in any situation, carefully following instructions and upholding
standards all of which rests on their strong sense of responsibility and
accountability.
Individual: The Good Person
Team Role: Conscientious Improver
Team Style: The Quality Controller
Leadership Style: The Critical and Principled Leader
Top
Style 2: Service
Individuals strong on this point are caring and supportive towards others in order
to
get the recognition and appreciation they require. While they may tend to put their
own
needs aside which can result in some degree of personal frustration, they take pride
in
being able to meet others' needs in practical ways. They present a helpful image to
those they encounter which gives them a feeling of significance and this may,
otherwise,
be somewhat absent.
Individual: The Kind Person
Team Role: Generous Supporter
Team Style: The Supportive Person
Leadership Style: The Supportive and Nurturing Leader
Top
Style 3: Delivery
Those who are strong on this point are driven by success and achievement and may
work
very hard to be recognised as capable and worthy. Tending to structure their time
carefully so that they achieve the most out of every moment of their lives, they are
sometimes inclined to be somewhat "workaholic" and leave little time for relaxation
and
a social life. They may avoid emotional situations and tend to suppress their own
feelings which can result in difficulties with personal relationships.
Individual: The Successful Person
Team Role: Efficient Achiever
Team Style: The Driven Achiever
Leadership Style: The Achievement-Oriented and Pragmatic Leader
Top
Style 4: Creativity
This point suggests strong original creativity and a tendency to present an image of
uniqueness and difference, setting them apart from others and giving them a feeling
of
personal significance. With a deep emotional sensitivity, they are able to sense
others’
feelings and respond to these with depth and understanding. Sometimes feeling like
misunderstood outsiders, they seek to be accepted and recognised for the innovative
way
in which they approach the world.
Individual: The Sensitive Person
Team Role: Creative Individualist
Team Style: The Creative Innovator
Leadership Style: The Creative and Sensitive Leader
Top
Style 5: Insight
Tending to keep apart from others and isolated to some degree, this suggests a
person
who feels more comfortable working alone or with a small group of people who have
similar interests and approach. They are often attracted to technical or academic
fields
of endeavour which allow them to accumulate information. This assists them in their
quest to understand the world. They may be quite easily overwhelmed in others'
company
and need to withdraw into seclusion when it becomes more than they can endure.
Individual: The Intellectual Person
Team Role: Informed Specialist
Team Style: The Knowledge Specialist
Leadership Style: The Quiet and Insightful Leader
Top
Style 6: Vigilance
This point is associated with a careful and sometimes over-cautious approach to life
that may suggest difficulties both with personal decisions and taking quick,
decisive
action. These individuals are team players and prefer to work in clearly identified
groups with a well defined purpose that gives them a feeling of security and
confidence.
They are concerned about safety and quickly notice ways in which things can go
wrong.
This enables them to take preventative action well in advance of the problem
actually
arising.
Individual: The Concerned Person
Team Role: Cautious Investigator
Team Style: The Cautious Implementer
Leadership Style: The Loyal and Concerned Leader
Top
Style 7: Vision
This point suggests individuals who are lively and enthusiastic in their approach to
life and who tend to live in the future, often becoming engrossed in plans and
schemes
that keep them stimulated and excited. With an uncanny ability to motivate others,
they
are often able to lift the mood of groups with whom they work and keep them engaged
even
when taking on long and possibly tedious operations. Quite easily bored, they tend
to be
great starters of new projects but may try to avoid maintenance tasks.
Individual: The Lively Person
Team Role: Enthusiastic Visionary
Team Style: The Resource Networker
Leadership Style: The Lively and Enthusiastic Leader
Top
Style 8: Drive
This point suggests individuals who are naturally dominant and readily take charge
of
situations, getting things done with energy and drive. Often outspoken with definite
points of view, they tend to like getting their own way and overcome any obstacles
they
encounter by means of their forceful personal strength. Inside the strong exterior
there
is a gentle and warm person who cares for others and will specifically take on
assisting
people who try to overcome the rough deal they get out of life through no fault of
their
own.
Individual: The Powerful Person
Team Role: Assertive Driver
Team Style: The Challenging Driver
Leadership Style: The Dominant and Direct Leader
Top
Style 9: Harmony
With a strong need for peace and harmony, people in this point are inclined to avoid
confrontation and try to reconcile people who have differing opinions by providing
them
with ways of seeing things in a different way. Because they avoid expressing their
own
opinions, they may appear to be excessively neutral to the point of being unnoticed.
Yet, kind and gentle in their approach, they are willing to consider any point of
view
and tend to accept other people without judgement or criticism.
Individual: The Accepting Person
Team Role: Grounded Peacemaker
Team Style: The Relationship Harmoniser
Leadership Style: The Tolerant and Calm Leader
Top
A huge source of conflict in the world is the ungrounded assumption that,
"Everyone sees the world the same way that I do". Ennea International's use
of the enneagram (included in the
5LQ™ Personal Feedback Report) not only reveals the Enneagrams' nine
different ways of being in, and seeing, the world, it also reveals the
underlying driver that causes people to have their particular, often fixed,
view. This understanding is a key that unlocks personal growth.
Often, when teams aren't functioning optimally, we find that the cause is
seldom about the technical ability to do the job. Instead, it is far more
likely to reside in the quality of interpersonal relationships e.g. conflict
caused by a lack of understanding or intolerance for different behavioral
patterns. Understanding the nine behavioral styles revealed by the Enneagram
is one of the most powerful ways to unlock the mutual understanding that is
key to good relationships – the kind of relationships that are essential for
a high performing team.
In order to become high performing, a team needs to understand how a
high-performing team operates, be inspired to strive for this vision,
understand where the team currently is in relation to high-performance, and
navigate the developmental route to that vision. We firstly unpack the
'current narrative' in the team and measure this against a well-researched
team stage model in order to locate the starting point. Depending on the
team's developmental
challenges, we facilitate either a one-day TDD or two-day TPP off-site
workshop to begin this developmental journey.
Understanding differences can take us only so far; navigating them
effectively will take us even further. No team can move to high performance
if its members cannot deal skilfully with conflict. In this, the first of
six one-day off-site action learning modules, we introduce and practice a
simple and effective methodology for dealing with conflict.
Next, the team members need to become skilful in offering and receiving
feedback. In this one-day skill-building module, we help the team clarify a
feedback model then practice offering and receiving feedback real-time,
using real themes in the team. We then, as with all the skill modules,
require team members to commit to, and be accountable for using and
practicing feedback in the workplace.
The next important step is to establish trust and create shared values and
alignment in the team. Trust is an essential element in any high quality
relationship, including in the context of high performing teams. In this
module, we explore what trust is and what is practically required to earn
it. The team also explores and defines shared values and what these mean
behaviourally in the context of the organizational value framework.
It's then important to remove divisive 'silo mentality' and enable the team
to develop the capacity to think together in collaboration in order to solve
real business challenges. In this module we introduce and practice an
easy-to-use model that enables creative problem-solving through team
collaboration. In practice sessions, the team works with real business
challenges they are currently facing.
This module is designed to help team members acquire the skill to help others
think through and solve their own challenges and workplace problems rather
than the team member diving in and solving problems for them. Essentially,
team members become thinking partners for others rather than problem-solvers
for them. Here people are taught to communicate in a way – using active
listening and open questions – that gets others to solve it for themselves.
In order to sustain high performance, a team needs its members to display
resilience – the ability to bounce back from difficult or stressful
situations. This module facilitates the development of inner strength at the
level that enables each member to face challenges with confidence and
self-assurance.
The foundation of The Nine Essentials ™ for building high performing teams, starts with our first 3 essentials: establishing an Understanding of Self, Others and My Team.
This foundation allows the rest of the Skillful Conversation series to flow.
It is custom designed from the 5LQ™ Development Platform for your teams' needs. Although we recommend running the series in order,
it is flexible enough to adapt to your teams' specific profile, once the foundation has been completed.
certification
Ennea International focuses on Human Development, and in particular, the building of Personal Mastery, resulting in extraordinary outcomes for individuals, leaders and teams.
We design and build products, develop powerful processes and underpin our programs with systems thinking and Integral Coaching methodologies.
Build your capacity to deliver leader and team effectiveness solutions with the Five Lens Certification Program™
BECOME AN ENNEA INTERNATIONAL AUTHORIZED DISTRIBUTOR
Ennea International offer distribution opportunities.
Apply now to become part of this innovative and fast growing international business that focuses
on team and leader effectiveness solutions.
A distributor is an individual or business entity authorized to distribute the Ennea range of
products, materials and delivery that fall within the "Five Lens Development
Platform™".
News and Updates from the desk of Ennea International
The Ennea Faculty
Effective facilitation is essential to creating and sustaining an environment in which teams and
workgroup communities can thrive.
What is the Ennea Faculty?
They are competent facilitators that are fully certified and have been hand-picked to run our
Ennea
programs.
Why use a faculty member?
Flexibility
Get quality facilitation when you need it.
Quality
Our facilitators have gone through rigorous testing, completed case studies and proven themselves during observed facilitation. The following individuals are authorised Ennea Facilitators. Their contact information is listed here so that those interested in an individual Ennea Assessment (PFR™) or having a Team and Workgroup Program (TDD™
& TPP™) using the 9 Essentials™ to Building High Performing Teams may contact them directly. More Facilitators will be listed as they complete 5LQ™
certification.