Please click a number to see the information for the corresponding style.
Enneagram Style One
Strengths: You can be an excellent developer of others as a result of your clarity, sense of responsibility, discernment, practicality, and commitment to lifelong self-improvement.
Development Areas:
Your development areas as a coach may include appearing overly critical of the learner, needing learners to move at a faster pace than they are ready to do, and giving too much direction rather than providing guidance and support.
Enneagram Style Two
Strengths: You can be an excellent developer of others as a result of your listening skills, empathy, psychological sophistication, willingness to be available to others in need, and ability to offer useful advice and resources.
Development Areas: Your development areas as a coach may include being too involved with learners and unintentionally creating a dependency relationship, being overly concerned about their reactions to you and the relationship, and being hesitant to offer clear, constructive feedback.
Enneagram Style Three
Strengths: You can be an excellent developer of others because of your pragmatic approach, results orientation, organizational savvy, strong interpersonal skills, and overall confidence.
Development Areas: Your development areas as a coach may include needing to pay more attention to the coaching process, addressing feelings – both the learner's and yours – in either a more direct or more nuanced way, being more patient, and showing more willingness to share more of yourself.
Enneagram Style Four
Strengths: You can be an excellent developer of others as a result of your ability to listen for meaning, your empathy, compassion, and patience when learners are experiencing difficult issues, and your ability to perceive situations in ways that may not occur to most people.
Development Areas: Your development areas as a coach may include placing too much emphasis on feelings, telling too many personal stories, over-personalizing the coaching experience, and becoming distracted from the primary intent and purpose of the coaching.
Enneagram Style Five
Strengths: You can be an excellent developer of others as a result of your objectivity, calmness, analytical capabilities, and systemic thinking.
Development Areas: Your development areas as a coach may include not being as warm and emphatic as learners may need, feeling uncomfortable discussing feelings in depth, and overemphasizing work and tasks while underemphasizing interpersonal relationships.
Enneagram Style Six
Strengths: You can be an excellent developer of others as a result of your insightful mind, truthfulness, the responsible way you approach work, and your ability to anticipate issues and engage in thorough planning.
Development Areas: Your development areas as a coach may include being anxious in your role, engaging in too much planning for items that do not require it, and conveying a more negative than positive attitude.
Enneagram Style Seven
Strengths: You can be an excellent developer of others as a result of your enthusiasm, innovative ideas, interest in other people, and optimism.
Development Areas: Your development areas as a coach may include being unfocused, inattentive, talking more than you listen, being overly cerebral, and making too many suggestions.
Enneagram Style Eight
Strengths: You can be an excellent developer of others as a result of your directness and strength, ability to identify key issues without being distracted by less important factors, and your organizational and political savvy.
Development Areas: Your development areas as a coach may include being too blunt and directive, having limited patience, and appearing too strong or unwilling to share your vulnerabilities.
Enneagram Style Nine
Strengths: You can be an excellent developer of others as a result of your approachability, nonjudgmental attitude, calm and relaxed manner, ability to see and explain multiple perspectives, and excellent listening skills.
Development Areas: Your development areas as a coach may include going at too slow of a pace, not being direct enough when needed, being unwilling to offer your options or deliver constructive feedback with clarity and certitude, and not moving learners to take action quickly enough.
