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Introduction |
| The introduction explains why leadership excellence remains such a mystery to many organizations, provides an overview of the seven core leadership competencies in the book, and challenges the reader to take the path of extreme leadership growth |
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What Type Are You? |
| Using descriptions of the nine Enneagram styles, complete with checklists and self-reflection questions, this chapter enables most readers to identify their Enneagram style. The inclusion of information on wings and stress-security points for each Enneagram style and how these may affect a person’s personality further refines the accurate identification of type. |
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Drive for Results |
| Because leaders at all organizational levels must learn to drive for results, the book begins with the six components of this core competency, emphasizing that leaders must focus not only on the ultimate goal or result to achieve excellent results, but also organize their work units for maximum effectiveness and oversee this process throughout. The strengths and developments areas for individuals of each Enneagram style are then discussed, with three development stretches for leaders of each style. |
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Strive for Self-Mastery |
| Self-mastery provides the inner core from which all self-development work must start. Individuals of the same Enneagram may be at different levels of self-mastery – the ability to understand, accept, and transform your thoughts, feelings, and behavior. This chapter explains how individuals of each style think, feel, and behave at the three levels of self-mastery – low, moderate, and extreme self-mastery – and includes three development stretches for individuals of each style that enable them to increase their self-mastery. |
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Know the Business: Think and Act Strategically |
| Leaders at all levels need to know the business and then use this information to think and act strategically. This chapter explores the six components of knowing the business and the five components of thinking and acting strategically. The strengths and developments areas for individuals of each Enneagram style are then discussed, with three development stretches for leaders of each style. |
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Become an Excellent Communicator |
| Every leader must communicate daily to all kinds of people and using multiple media. This chapter reviews the six competency components of becoming an excellent communicator: creating genuine relationships, communicating clearly, listening fully, giving effective feedback, managing conflict, and influencing others. The strengths and developments areas for individuals of each Enneagram style are then discussed, and real e-mails are used and analyzed in order to illustrate how individuals of each Enneagram communicate. Each e-mail is then rewritten as a development stretch, according to tips for enhancing the communication. |
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Lead High-Performing Teams |
| Leading high-performing teams is a crucial competency for today’s leaders. This chapter examines the multiple components of team leadership. The strengths and developments areas for individuals of each Enneagram style are then discussed, with three development stretches for leaders of each style. |
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Make Optimal Decisions |
| Leaders make decisions daily, but how do they go about making wise decisions? This chapter approaches decision making from the perspective of a leader’s ability to make wise decisions by developing one’s capacity to effectively utilize reason (the head), emotions (the heart), and instinct (the gut or body). The pattern by which leaders of each style use their head, heart, and gut is described as is their use of the three critical organizational factors – the culture, the decision-making authority structure, and the context of the decision. The strengths and developments areas for individuals of each Enneagram style are then explained, with three stretches for developing each Center of Intelligence – the head, heart, and gut – for a total of nine stretches per style. |
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Take Charge of Change |
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Change has become a way of life in organizations. Consequently, leaders at all levels must be capable of effectively taking charge of change. This chapter describes how to both manage and lead change, discusses how leaders of each Enneagram style have both strengths and developments areas, and provides three development stretches for leaders of each style.
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Conclusion: Stretch Your Paradigms |
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The book’s conclusion reminds leaders to use (but not overuse their gifts) and to work on their development areas before they become derailers (obstacles to their success). Most importantly, the conclusion shows how to use and stretch our leadership paradigms – that is, unconscious assumptions about what makes an excellent leader – that arise from our Enneagram style as a path toward extreme growth and conscious leadership.
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Resources |
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The Resources section lists a minimum of four excellent books for each book chapter.
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