C L E A R   I M P A C T

Consulting Group, Inc.
Dr. Joel M. Rothaizer, CEO

Sandra L. Hill, President
 

You have a lot invested in your key employees. Retaining them is vital to your business. How do you retain key employees?

You probably have a variety of answers to this question. Pay them more money. Provide better benefits. Give them more responsibility. Allow them more flexibility. These options all represent popular beliefs about what motivates employees. However, they are all limited—not because they are incorrect, but because they are incomplete. They don’t take into account the differences among your workforce. People are motivated in very different ways. What’s rewarding to one person can be perceived as punishing to someone else. Therefore, in addition to knowing what generally motivates employees, it’s important to also understand their uniquenesses. In this article we’ll be describing how that understanding supports retention of key employees.

There is, however, something more important than understanding differences among your employees. In First, Break All the Rules, Marcus Buckingham and Curt Coffman summarize the results of two mammoth research studies undertaken by the Gallup Organization over the last twenty-five years. Their first and most powerful conclusion is that a talented employee may join a company for a variety of reasons, “but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor” (p. 12-13). Managers who want to increase their ability to retain, develop, and motivate their employees first need to understand their own strengths and challenges. 

There is another important caveat before beginning our discussion. This article will focus on a particularly powerful system for understanding differences among people called the Enneagram. There are a variety of other systems used in business settings, including the Myers Briggs (MBTI) and the DISC. When people learn such systems they often begin “diagnosing” those around them, and then strategizing on how best to respond to them. Salespeople, for example, are often taught to “read” the types of others and then adjust their language and overall approach in order to make the sale. This can have a manipulative and insincere quality. Optimal employee development and retention, on the other hand, requires trust, honesty, respect, authenticity and genuine relationship building. Furthermore, we are often wrong in our assumptions about others. For this reason, we recommend that your understanding of the Enneagram be a starting point for workplace discussions, that this language becomes a bridge to developing common understandings and more effective working relationships, rather than a tool that you use “on” others.

For the final point, you need to understand that a system like the Enneagram describes both our strengths and our challenges. It describes the gifts that we bring to our work life, particularly when we’re relaxed, feel valued, and perceive that we’re able to make a difference. It also describes our habitual patterns of getting in our own way, including repetitive patterns of ineffectually trying to get our needs met. We all have tendencies to seek happiness where happiness does not reside, and the Enneagram is particularly powerful in illuminating these patterns.

With this understanding, you can begin to see that there might be two very different ways of applying the Enneagram. One would be to focus your attention on a narrow perspective of your needs as a leader/manager, and how to extract the most productivity out of your employees. With this perspective, you might actually feed into their destructive patterns. For example, people whose sense of self-worth depends on being seen as helpful (the Helper on the Enneagram) tend to ignore their own needs in order to be seen in as positive a way as possible. Managers could feed this pattern by telling Helpers how deeply grateful they would be if the Helpers would work through the weekend, and the Helpers would likely do so, fearful of doing anything to hurt their image. However, this short-sighted managerial strategy is win-lose, not win-win, and we suggest that only win-win strategies are sustainable. Win-win strategies are those that honor and respect the needs of both the individuals and the company. Enlightened managers and leaders understand that supporting employee health and development both feels right, and is right. It’s respectful and compassionate as well as being a wise business strategy. To get the most from your employees, and to increase their overall retention and productivity, make sure that you focus on employee development, including supporting them in stepping out of destructive patterns. The Enneagram, as you will see, provides unique perspectives on how to do so.

Before describing the Enneagram, let’s briefly discuss the benefits of typing systems in general.

When those systems are effective they allow people in organizations to:

• Understand themselves better
• Understand others in the organization better
• Have a common language for approaching differences
• Experience respect rather than impatience and annoyance for different perspectives and approaches
• Understand that conflict is often a result of different perspectives and approaches
• Have more energy for productivity and creativity rather than frustration and power struggling

• Optimize the strengths of employees by promoting greater understanding and opportunities for growth
• Take advantage of the synergy that results from true respect for differences
• Significantly improve teamwork because of the respect that develops from understanding different perspectives and talents
• Significantly improve leadership by developing mutual understanding of needs and perspectives among management, employees and customers
• Enhance communication by developing respect and having a common language for discussing different perspectives
• Enhance morale and productivity by spending more time in appreciation and excitement rather than in misunderstandings and power struggles
• Create a culture that fosters mutual respect for the organization’s values and the people in it
• Be more successful with less effort, because people relax when they feel respected, heard, and acknowledged; they then become more work-focused and less “what about me?” focused; they engage in less conflict and they’re more productive
• Retain employees because of all of the above

Isn’t it dangerous and too simplistic to “put people in a box” by categorizing them?
First of all, The Enneagram, if used correctly, shows you the box that you are already in, and how to get out. Secondly, while it is true that any system can be misused, there are ways of deriving the benefits of typing systems while greatly reducing the risks. Specifically, in order for any system of categorizing to be used safely and effectively in organizations:

• The most important focus is on understanding yourself
• All assumptions about someone else’s type should be validated by that person before they are considered accurate (check out your assumptions before you act on them) 
• The employee must be given the opportunity to decide whether to share his or her results with others
• All types must be presented as having equal amounts of inherent strengths and challenges, and no type can be seen as more desirable than others
• The results must be presented as opportunities for improvement and development rather than as limitations 

How do we choose the system that is right for our organization?
In our work as organizational consultants and business coaches we’ve seen and used a wide variety of systems for understanding and appreciating the different perspectives from which employees approach their work. The one we find most effective for business is the Enneagram. The Enneagram describes nine types of people with nine different filters for how they see the world. Believing that happiness derives from nine different places, and valuing nine different things, they are motivated very differently from each other. We find that organizations that have and promote that understanding have a competitive edge.

The Enneagram is simple enough to begin applying immediately. In reading this article you will begin to recognize yourself and the different types among your employees. You will look at our suggestions and find new ideas for how to be more effective personally, as well as how to respond more effectively with others. We trust that this knowledge/understanding alone could make a significant difference in your business, e.g. by retaining one key employee, or by reducing friction and increasing cooperation.

The Enneagram, when used correctly, is an effective system for promoting understanding. It does not “put people in boxes.” It is a respectful and dynamic system. It describes a path of healthy development for each type, and shows each type how they can build on their strengths and avoid their unique pitfalls. It helps people identify their blind spots at the same time that they are building on their unique gifts. Overall, we have found that the Enneagram has richness and depth unmatched by other systems of typing people. 

Work teams that use the Enneagram learn to appreciate each other in a profoundly new way. They learn to take some of their “conflicts” more lightly, seeing how those conflicts can often be explained by the personality differences illuminated by the Enneagram. People learn how to communicate better with each other, how to be more appreciative and respectful and approach their work by “being in it together.” 

Example: Did You Know This? Some employees love to have you drop by spontaneously and visit with them. They like it when you ask them about their weekend, or what their plans are for the evening. They consider this a sign of respect, and would feel hurt if you didn’t do so. Yet, at the same time, another group of employees feels that you are invading their privacy when you do so. Your questions feel intrusive and disrespectful, although they will rarely tell you that. You might be engaging in these casual personal conversations as a way of telling these employees how much you value them, and then you have no idea why your good intentions result in demotivation and tension rather than appreciation and harmony. The repercussions of such misunderstandings can run the gamut from lack of communication and ongoing frustration and power struggles to loss of valued employees.

The enneagram describes the nine filters through which we see the world. Associated with those filters are habitual beliefs, values, feelings, and behavioral patterns. All of us are one of these nine types, but we vary in the extent to which we’re identified with our filters, and thus in the amount of freedom we have from our patterns. This is important, because freedom translates into flexibility in working with others, as well as the ability to derive a deep sense of satisfaction and fulfillment from one’s work.

Some of us are aware of our filters, without taking them too seriously. We notice the tendencies, and yet at the same time are in touch with a deeper level of truth and wisdom, something beyond our habitual thoughts and feelings. We notice tendencies arising without needing to act on them. Within this healthy range we “have” a personality but it doesn’t dominate us. 

Others are more strongly identified with their patterns, and have a hard time seeing past them. Those patterns have become so habitual that, within this average range, we “are” our personalities. We relate to those thoughts and feelings as who we are. We find ourselves getting upset at the same things, over and over. We’re still able to function fairly well in the world. We can be successful and productive, yet we notice that our overall sense of satisfaction is lacking something. Despite noticing ourselves responding in ways that aren’t optimally fulfilling or deeply nourishing, we nonetheless find it difficult to respond otherwise.

Finally, for those within the unhealthy range, we’re so identified with those patterns that we make choices that are quite destructive for ourselves and others, and allow our lives to disintegrate before we challenge our beliefs, values, and patterns. In Enneagram terms, those in the healthy range are the least “fixated” and those in the unhealthy range are the most “fixated.”

Most descriptions of the nine Enneagram types focus on the average range, and most people within a corporate setting are in this range as well. Our intention is to describe what the average range looks like; how your understanding of your own type can affect your ability to be an effective manager; and how your understanding of your employees’ types can give you appreciation for their diversity of world views, as well as how to be respectful and supportive of their development.  Increasing your overall effectiveness as a manager, and responding more effectively with each employee, are keys to employee retention.

Type One: The Idealist
Idealists see the world through a filter of what’s right and what’s wrong, a filter that’s based on strongly held values. Idealists want to do a job well, and to not cut corners. They are rational and idealistic. Integrity, honesty, and fairness are important to them. They have high standards for themselves and for others. They want to do the right thing. Idealists are hard on themselves, always checking themselves based on their internal yardstick. Sometimes that “leaks” out into criticism of others. They can be judgmental, intolerant, overly serious and inflexible. 

If you are an Idealist: Challenge yourself to acknowledge five things that are “right” for every fault that you point out. Be gentler with yourself. Begin to relax inside, rather than seeing each moment as not quite good enough. Others may feel judged by you, not knowing that you judge yourself more harshly than them. When you close up on the inside you lose access to your deepest gifts, and the quality of your life, your connectedness to others, and your overall effectiveness suffer. Learn to notice that closing up, and instead allow an inner softening, while being curiously open to discovering how that softening impacts your personal and professional life. 

Keys to retention: Idealists are already hard enough on themselves. They need to be acknowledged for what they’re doing right. They tend to prefer receiving constructive criticism privately, and in the context of what you appreciate about them. Help them be more compassionate with themselves. Provide them with the tools they need to meet their high standards. They appreciate clear communication. Perhaps most importantly, Idealists want to respect the integrity and values-based behavior of their managers.

Type Two: The Helper
Helpers see the world through a filter that is highly sensitive to interpersonal issues. They notice what others need (particularly emotionally) and how they can be of service. They are friendly, enthusiastic and kind. While Idealists can be satisfied just because a job was done well, Helpers are more focused on the interpersonal aspects of the job. They like to be needed, but often have a hard time acknowledging their own needs. They can get upset if they don’t feel sufficiently appreciated for all that they do. Sometimes they’re perceived as intrusive and flattering in an insincere way. Others resent them if they’re perceived as “giving to get.”

If you are a Helper: You are highly attuned to what others need, and you derive much satisfaction from meeting those needs. It is likely much harder to acknowledge your own needs, as well as to ask to have them met. How do you know when your giving is pure? Do you expect something in return? Can you be OK with someone not needing your help? Can you be OK if someone else is better meeting the needs of someone you care about? Make sure that you aren’t being intrusive. Learn to let go of needing to give, and through this inner relaxation your natural gifts will unfold at the right time, in the right place, and in just the right amount.

Keys to retention: Having opportunities to socialize at work recharges their batteries. Helpers like to be confided in, and asked for their assistance, particularly with people problems. They like to know how much they are appreciated. At the same time, don’t support them in over-extending themselves. Remind them that it’s important to take care of their own needs as well. Ask them what they need from you, and gently persist if they say, “Nothing.” Help them to recognize that they have worth beyond their ability to help others. Allow them to explore and express their own negative feelings with you. They prefer direct communication, rather than impersonal media like e-mail. They want to see their manager as someone they can feel good about supporting.

Type Three: The Achiever
Achievers see the world through a filter of how to be successful. Being successful isn’t just important to them—it’s everything. They crave recognition. While Helpers are people-oriented, Achievers are task-oriented. They are efficient, enthusiastic, resourceful and pragmatic. They can help energize and orient a team toward success. At the same time, they can be so focused on success that they inadvertently “step over” others. They are often seen as competitive and driven. Being so focused on external achievement, they sometimes neglect to pay attention to their own feelings, values, and needs. They have a hard time relaxing. Others sometimes see them as insincere and overly self-oriented.

If you are an Achiever: You derive much of your self-esteem from how well you perform, from how you are seen by others. The problem is that many Threes live in somewhat of a virtual reality chamber, not deeply in touch with themselves and often not really in touch with how they are being seen and how they are impacting others. Be willing to slow down and get a reality check, both internally and externally. Take the time to gather external feedback, because your assumptions may be inaccurate. Sometimes in your drive to success you leave a trail of wounded people. Stop multitasking so much, and take a few minutes throughout the day to check in with yourself—what you are feeling, what is important to you. Learn to be able to relax for a few minutes during the day, to let everything slow down. When you do that you discover a sweetness inside, and a genuine caring for others. Make sure that people know that you care about them as people, rather than only as production machines. Tell people the truth, not what you think they want or need to hear. As you relax inside, you allow a deeper honesty and authenticity. This may feel foreign, but it generates a deeper appreciation from others, a true sense of connectedness with yourself and others, and much more inner peace and fulfillment.

Keys to retention: Achievers will generally work long and hard as long as they see clear opportunities to succeed and to advance. They like being asked for their help with challenging problems. They want to know exactly what’s expected and that they have sufficient resources to be successful. They like being put in leadership positions, and having the freedom to find their own means to an objective. While very sensitive to criticism, they want consistent and ongoing feedback on how they’re doing. More importantly, remind them that it’s OK to relax. Find ways to show them that their worth is not dependent on being achievement machines. Ask them how they’re feeling, and be gently persistent because Achievers tend to be out of touch with themselves when they’re so focused on external success. They want a manager who is genuinely appreciative and provides consistent recognition of achievement, as well as one who appreciates them for more than just their work.

Type Four: The Individualist
Individualists see the world through a filter of creativity and uniqueness. They are very sensitive interpersonally. They appreciate authenticity and the depths of emotional expression. They love expressing their creativity, which will be reflected in everything from their work to their workspaces. They enjoy intensity. They are sometimes overly self-focused, expecting others to accommodate them. They can take things very personally and be ultra-sensitive to perceived slights. They tend to compare themselves negatively to others, and to focus on what is missing in their lives. They are often moody. They sometimes rebel against policies and procedures. 

If you are an Individualist: You pride yourself on your individuality and creativity. You may also have a tragic romantic side, a lamenting quality where what you have is not as good as what others have, or what you had but lost. There is a natural joy that effortlessly emerges when you begin to let go of those patterns. To allow that inner relaxation, begin taking your emotional intensity less seriously. Be open to not needing to be special. Find a place inside in which you can gently rest. As you relax inside, your true gifts will come forth in a way that deeply nourishes you and those around you.

Keys to retention: Individualists want opportunities to apply creativity and uniqueness to their work (you may lose them if you demand that they just follow rigidly prescribed procedures). The quality of their work, and their ability to make a unique statement, is often more important than financial incentives. They quickly withdraw in response to perceived rejection, and need genuine encouragement and appreciation of their special gifts. To earn their respect, be authentic and honest. Help them to see their wholeness, their value. Allow space for them to express their feelings. They need to feel understood by you, more than they need you to solve their problems for them.

Type Five: The Observer
Observers perceive the world from a safe internal place, and are fascinated with trying to make sense of it. They are objective and analytic thinkers, and enjoy acquiring information and wisdom as well as problem solving. They are excellent at recognizing patterns. They tend to be private, preferring not to be in the limelight. Observers don’t like surprises. E-mail is often the preferred form of communication. They are very sensitive, although people do not always recognize it. Their tendency to isolate themselves, as well as to cut off from feelings, can leave others seeing them as overly aloof, arrogant, or unapproachable. They can get lost in thinking and have difficulty moving into action. 

If you are an Observer: You highly value knowledge, and may gather information as a way to feel safer in the world. You may tend to build barriers around you, boundaries and structures that protect you. You may feel that others want more from you than you can reasonably provide. You likely are more sensitive than you allow others to see. You have so much wisdom. People can benefit so much from your unique perspectives. Don't hold back. Be less of a detached observer, and more actively engaged in the world. Question the thoughts that tell you that you need to protect yourself. Allow the compassion that comes from seeing the perspectives of others. Let others see your heart more. 

Keys to retention: Observers are particularly good examples of seeing how different types of people value different things. While Helpers and Achievers might love to be appreciated with great fanfare at a large company gathering, many Observers would feel uncomfortable and overly exposed, much preferring private acknowledgement. They generally prefer a work setting with minimized needs for human interaction or emotional demands, and to have their privacy respected. They love information, being provided with opportunities to understand the inner workings of things. They are generally more comfortable when given time to plan responses, rather than demanding spontaneous interaction. They prefer that meetings have agendas. Consider giving them time to prepare for any one-on-one meetings with you, rather than just dropping in on them. Be someone they can trust and respect. Be honest rather than “political.” Allow them to open up to you, at their own pace. See and honor their tender vulnerability, rather than just appreciating them for their minds. Help them to see that others value the gifts that they bring, and encourage them, again at their own pace, to be more actively engaged and less of a loner.

Type Six: The Troubleshooter
Troubleshooters perceive the world through a filter of what could go wrong (in situations) and underlying motives (with people). They scan the horizon for potential problems and danger. Always anticipating problems and potential responses make Troubleshooters the drivers with the lowest number of accidents. They like to be prepared. They tend to have a lot of internal dialogue, carrying on “what if” conversations in their heads. Loyalty, commitment, teamwork and security are important to them. They are often imaginative and funny. They tend to be ambivalent about authority, at times distrusting it while at other times seeking the security of a person or belief system that they can trust. They can get lost in detail and have trouble making decisions. Others are sometimes frustrated at their unwillingness to take reasonable risks. Under stress they may fall into blaming others.

If you are a Troubleshooter: You have a very active mind. It may feel like there is a committee meeting going on in your head, with no one clearly in charge. You tend to look for hidden motives, for what could go wrong in situations. You look for ways to feel safe. Realistically examine what could go wrong without being paralyzed by it. Make sure that you acknowledge the contributions of others, rather than just shooting holes in what they propose. Question the extent to which you might want to build structures and boundaries. Perhaps you do not really need them. Acknowledge your fears without taking them too seriously. Find something inside that you can trust more deeply than your thoughts. You can be such a loyal manager and colleague. You have so much to offer others once you relax your tendency to believe that your fears are real, and once you drop under the mental agitation and discover the strength and clarity of a quiet mind. 

Keys to retention: Sometimes Troubleshooters are devalued in organizations as “negative,” people who put on the brakes while others want to charge forward. Consider acknowledging them publicly for their contributions, because they’re only trying to make sure that everything is in place to be successful. Be honest and straight. Let them know exactly what you need. Make sure roles and responsibilities are clear, and that work is as predictable as possible. Most importantly, encourage them to relax their mental agitation. Help them see that their deepest wisdom and most trustworthy inner guidance comes when they relax, when their minds are quiet. As manager, make sure that you are trustworthy and that your actions are consistent with your words.

Type Seven: The Enthusiast
Enthusiasts see the world through a filter of enjoyment and excitement. They are constantly on the lookout for new experiences. They are charming and playful, often able to lighten up the work setting. Versatile and flexible, they enjoy creative problem solving and are often better at the exciting beginnings of a project than at the later, more routine stages. They love to make plans (although they often don’t like to carry them out). They don’t like people making too many demands on them, especially personal ones. Others sometimes question their commitment due to lack of focus and follow through, especially attention to details. They can be impatient and intolerant, and perceived as overly distractible.

If you are an Enthusiast: You are a connoisseur of enjoyable experiences. You have many varied interests. Your mind actively creates and explores possibilities. You like to keep things light and playful. You may not be aware of a tendency to avoid negative emotions and commitment. You may be confused when others become frustrated with you. Learn to slow down. Learn the difference between pursuing pleasurable activities and running from potential discomfort. Be honest about your fears, and then discover that they dissolve when you open and soften inside. Your natural enthusiasm and playfulness are such a gift. When you relax inside you can contribute so much to others. 

Keys to retention: Enthusiasts prefer work to be new and exciting. They thrive on change and new challenges. They want to be appreciated for their creativity. They love having freedom, and a sense of “newness” is very important. If they can get this within their current work setting they’re likely to stay, but if the work setting gets “old” they’ll start looking for new worlds to explore. At the same time, help them to discover that a deeper fulfillment is possible for them when they slow down, enjoy the present moment, and commit themselves to something worthwhile.

Type Eight: The Challenger
Challengers see the world through a filter of power and control: who has it, and who might be trying to control them. They don’t like being controlled. They want to know if they can trust you, if you’re a friend or a foe. They are often strong and dominating personalities, people who make their presence known. Natural leaders, they are assertive and like to take charge. When they are secure they are good at empowering others. At times people perceive them as bullying and as insensitive to their feelings. Anger comes easily to them, and they can intimidate others. Sometimes they create personal safety by keeping others off balance. 

If you are a Challenger: You like to be in charge, and do not like being controlled by others. You look for what is honest and not honest around you, and are not afraid to tell it like it is. You are a natural leader, and can mobilize people in a powerful way. You protect those whom you care about. Your strength can inspire others. This all happens when you also find the strength to acknowledge your own vulnerability, to yourself and to others, when you soften inside and let go of your belief that you have to be "tough" to survive. If lucky, you will learn that your "weaknesses" are your greatest strength.

Keys to retention: Challengers can be OK with you having power, as long as they can be empowered as well. They like to be in charge of things, and will be very protective of people who report to them. They appreciate honesty and loyalty. Be straight with them, and don’t back down—Challengers are BS detectors, and are most comfortable when they know exactly where you stand. They appreciate being sincerely told what you respect about them. Let them know that you see their hearts, not just their competency. Allow them space to be vulnerable, rather than expecting them to always be in charge. If you want the Challenger to stay around, you also need to be someone worthy of respect.

Type Nine: The Peacemaker
Peacemakers see the world through filters of comfort and harmony. Pleasant and calm, they’re happy when things are peaceful. They’re steady and reliable, and value fairness. They appreciate teamwork and compassion. Good listeners, they understand all sides of an issue and tend to be excellent mediators, although they sometimes have difficulty putting forth their own position or asking for what they need. They rarely get angry, although when they do it can be an eruption. They can also be stubborn, indecisive and resistant to change. 

If you are a Peacemaker: You are able to see the truth in diverse perspectives. You look for a sense of harmony in the world. Sometimes you get so caught up in others' perspectives that you neglect to identify or pursue your own. Your desire to be comfortable likely leads to a tendency to avoid conflict. You may frustrate people by having difficulty making clear decisions. You have such gifts. You can provide a sense of deep peacefulness to others. You have natural leadership skills, and can balance the different interests within a group and help the group to smoothly move forward. To bring out these gifts you need to learn to be OK with friction. You have to be willing to be uncomfortable, to take a stand when a stand needs to be taken. Do not waffle. Do not get sleepy. Stay present and aware.

Keys to retention: Peacemakers like a work setting that is predictable and comfortable. They’re fine with routine. They work best in harmonious, low-pressure situations. Don’t assume that they want to be in a position with more responsibility, especially if that would entail more conflict. Ask them for their input on problems, valuing their ability to see from different perspectives. Peacemakers have a tendency to suppress their passion. Help them learn to be OK with being upset, with not always being “nice,” and with occasionally making waves. The low-key manner of the Nine can make you forget that they may need regular meetings with you and acknowledgment for their contributions. As the manager of a Peacemaker, don’t throw your authority around. They respect humbleness and honesty.

We’d like to suggest an action item:
1) Make a list of your key employees and share this article with them
2) After giving them time to digest the article, set up an informal meeting (perhaps over lunch) to discuss the possible implications of using the Enneagram in your work place
3) Feel free to contact us with any questions

Summary
We have just scratched the surface of the Enneagram. It is a tool with remarkable depth and power. Perhaps you’re sufficiently intrigued to learn more about it. In addition, you are perhaps more aware of the importance of understanding your own filters, as well as the different perspectives of your key employees. By learning to separate your own needs from those of your employees you are able to see them more clearly, and to therefore respond more effectively. Presenting a public award might thrill an Achiever while making an Observer quite uncomfortable. Enthusiasts would love to be part of brainstorming a new project, while the Challenger might be better suited to be in charge of the follow through. Troubleshooters are much more likely to be influenced by the security of a good benefits package than are Individualists, who focus more on the inherent rewards of the work. Idealists are more motivated by the ability to do a job right, while Helpers are more interpersonally motivated. Unlike some other types, Peacemakers will not be happy in an environment that pits them against their colleagues. In the key area of employee retention, the Enneagram gives you a competitive advantage.

In addition, the Enneagram helps employees understand each other, increasing positive and energizing interactions while decreasing the potential for unnecessary conflict and tension. The organization that provides a vehicle such as the Enneagram for promoting appreciation of differences has the opportunity to take advantage of the many different perspectives, which then come together in a way that keeps people excited and allows for maximum creativity, contribution, and productivity.

The authors can be contacted at 303/442-4150x2, or by e-mail at partners@clear-impact.com.