Return to flip book view
THE ENNEAGRAM PATH:DEVELOP YOURCOACHING POTENTIALby Ginger Lapid-Bogda PhDThe Enneagram in Business Mini-Book©2021 The Enneagram in Business
"Coaches today need great training, yearsof experience, and a substantive tool kit-including assessments such as theEnneagram - in order to becomemasterful in this work." -Pamela McLean PhDCo-Founder & CEOHudson Institute of Coaching
The Enneagram is used in so many aspects ofcoaching beyond its application to our client’score development areas. The Enneagram, asyou can read in this mini-book, is a vehicle toidentify a coach’s strengths to be honored anddevelopment areas to be understood and thenworked on. This mini-book starts with coachesformed from the Head Center of Intelligence(types 5, 6 and 7), and then focuses on theHeart Center of Intelligence (types 2, 3 and 4),and ends with the Body Center of Intelligence(types 8, 9 and 1). You’ll read about theirstrengths and development areas, plus more.You’ll learn how the coaches of these types canuse the actual coaching relationship for theirown development. This takes the Enneagram’suse in coaching to new levels!
TYPE FIVEStrengths | Objective, calm, analytical, think systematicallyDevelopment Areas | Appear remote, detached orunavailable, overemphasize tasks over emotionsHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentThe objectivity that most Five coaches bring to coaching is agreat asset, since clients – including Five clients – are rarelyable to look at themselves and their situations objectivelyby themselves. Fives coaches do, however, need to payclose attention to their own display of warmth so that theydo not appear overly cerebral or analytic to their clients.Coaching is a human interaction, and Five coaches need tobe able to elicit and pursue the emotional reactions of theirclients.Paying attention to the feeling side of organizations is alsoimportant when Five coaches listen to or give advice toclients regarding interactions with others or work-relatedplanning. Fives might err, for example, in emphasizingproject planning but minimizing the importance of gettingbuy-in from those directly affected by the project. Fivesshould also remember to leverage their strengths, such asunderstanding cause and effect, seeing how the differentparts of issues fit together, and remaining calm in times ofduress.Head Center Coaches5 · 6 · 7
TYPE SIXStrengths | Insightful, truthful, dependable, anticipateand plan thoroughlyDevelopment Areas | Appear contagiously anxious,convey a more negative than positive attitude, planexcessivelyHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentOn the other hand, Six coaches need to pay attention tothree areas in particular: (1) their worry or anxiety aboutsomething may spill over into their work with a client, (2)they may influence the client to plan excessively, and (3)they may convey a can’t-do attitude to their clients when,in reality, a can-do orientation would be far more helpful.Clients are usually anxious enough themselves when theypursue coaching, and they often need to have the coachguide them toward self reflection before developing actionplans. Coaching thus provides Six coaches with anexcellent opportunity to use their strengths and work ontheir own growth.
TYPE SEVENStrengths | Enthusiastic, creative, interested in others,optimisticDevelopment Areas | Unfocused, inattentive, talk morethan listen, offer too many ideas or suggestionsHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentWhile Seven clients may avoid or delay their coachingmeetings, this is not usually the case for Seven coaches.Sevens often enjoy coaching, both because it providesvariety in their work lives and because they often find theirclients to be quite interesting. In return, clients mayappreciate Seven coaches for their ideas and optimism.A caution, however, for Sevens is to make certain that thefocus of the coaching is on the client’s needs anddevelopment. Seven coaches, for example, may tell storiesfrom their own experience as a way of demonstratingempathy or suggesting a course of action, but they may talklonger than needed, thus deflecting attention away fromthe client. Or, Seven coaches may make many excitingsuggestions to the client, when instead they should askclients for their own ideas first. Seven coaches are at theirbest when they use their strengths and also stay focused onthe client and on the coaching goals.
TYPE TWOStrengths | Empathic listeners, psychologically savvy,available, offer useful advice and resourcesDevelopment Areas | Over-involved, too relationship-focused, create dependency, hesitant to offer negativefeedbackHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentBecause Two coaches usually enjoy coaching – it offersthem a chance to help others – they often become quiteinvolved with their clients, showing great concern duringthe coaching meeting and keeping in contact with clientsbetween meetings. A caution for Two coaches, however, isto keep in mind that the ultimate goal of coaching is to helpthe client to become independent of the coach. The closerelationship that Two coaches often develop with theirclients can actually create an unproductive degree ofdependency in the client.In addition, Two coaches need to pay attention to theirreactions to their clients. When working with clients theylike, Two coaches may give the clients too much benefit ofthe doubt rather than confronting them when needed. Onthe other hand, when Two coaches don’t like clients or feelfrustrated by them, they may become insistent and harshwhen giving negative feedback, or they may even “fire” theclient.Heart Center Coaches2 · 3 · 4
Two coaches often become role models for clients and canleverage their strengths toward this end – for example,their strengths in developing relationships, demonstratingwarmth and understanding, and being empathic.
TYPE THREEStrengths | Pragmatic, results-oriented, organizationalsavvy, strong interpersonal skills, confidentDevelopment Areas | Inattentive to feelings, frustratedwith clients who don’t “get it” quickly, unwilling to sharemore of their real selfHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentWhile Three coaches are usually adept at coaching forresults – the ultimate objective of the coaching process –they need to pay equal attention to the process by whichthese results are achieved. Paying attention to processmeans that type Three coaches (1) help clients deal withtheir feelings, (2) support clients in examining multipleoptions for achieving the desired results – Threes may havea bias to achieving results in the most expedient way – and(3) allow time during the coaching to discuss therelationship between the coach and the client. Threecoaches may also want to take on the additional challengeof coaching some clients who do not fit their idea of aconfident, successful person. Doing so challenges Threecoaches to look at themselves and their own responses,and it pushes them to deal with their own issues ofcompetence and image.
TYPE FOURStrengths | Able to understand meaning, empathic,compassionate, patient dealing with difficult issues, havenovel perceptionsDevelopment Areas | Over-emphasize feelings, over-usepersonal stories, over-personalize issues How Coaches Can Use the Coaching Relationship forTheir Own DevelopmentFour coaches often work with clients at deep levels ofunderstanding, leveraging their ability to make connectionswith others as a basis for moving the coaching processforward. While this can be invaluable to many clients, therewill be other clients who do not want to talk about deeperfeelings, personal values, and issues of life’s purpose. Theymay simply want someone whom they can talk to and whowill help them develop practical ideas for action.A second caution for Four coaches is to stay focused on theclient’s coaching goals. Four coaches can become soenamored of their discussions with clients about feelingsand the coaching relationship that they may lessen themovement toward results.Fours can also make good use of their ability to bring outthe best in others and their willingness to explore difficultissues.
TYPE EIGHTStrengths | Clear and strong, honest, able to identify keyissues, organizational and political savvyDevelopment Areas | Overly direct and directive,impatient, overconfident or invincibleHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentEight coaches are usually helpful role models for clients,particularly in the areas of personal strength and power.Their sensitivity to organizational politics and their ability toassert themselves are traits that many coaching clientswant to emulate. On the other hand, because Eights oftenmask their own vulnerabilities and have an aversion topeople they perceive as weaklings, they may shy away fromclients who appear anxious or uncertain. Even confidentpeople feel anxious and uncertain at times, and coachingclients are often dealing with issues that cause them to feelfearful or to appear unsure of themselves. Thus, being acoach can be a challenge for some Eights.In addition, Eights tend to be decisive, whereas a client mayfeel hesitant or tentative about a decision that he or sheneeds to make. Eights need to restrain themselves fromtelling clients what to do, instead eliciting possible optionsand consequences from the client.Body Center Coaches8 · 9 · 1
TYPE NINEStrengths | Approachable, nonjudgmental, calm andrelaxed, accepting of multiple perspectives, excellentlistening skillsDevelopment Areas | Slow interpersonal pace, indirect,reluctant to give opinions, slow to actHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentClients usually enjoy their coaching sessions with the Ninecoach because most Nines are easy to relate to and are, atleast externally, nonjudgmental. The challenge for the Ninecoaches, however, is to keep the pace of the coachingsession moving in a way that propels the client towardaction. While the Nine’s tendency to understand a situationfrom alternative points of view can be enormously useful toclients, who often see things only from their ownperspective, the Nine coach must also help the client todetermine which point or points of view are the most validand useful.At certain times, clients will also want to know where thecoach stands and what he or she thinks. Because this mayrequire the coach to confront the client, Nine coaches willbe personally challenged in such situations.Nines need to remember three things: (1) the client valuesboth them and their opinions; (2) their practical, concretesuggestions can be extremely helpful; (3) take the risk to beassertive because it will benefit both you and the client.
TYPE ONEStrengths | Clear, responsible, discerning, practical,committed to lifelong self-improvementDevelopment Areas | Critical and judgmental, impatient,overly directiveHow Coaches Can Use the Coaching Relationship forTheir Own DevelopmentCoaching provides the opportunity for One coaches to workon their tendencies to be critical of the client’s behavior; tobecome impatient with the client’s progress, trying to movethe coaching conversations quickly; and to focus on the taskso intently that their warmth does not come across to theclient. These growth opportunities are likely to arise for Onecoaches during every coaching meeting. One coachesshould try to remind themselves of their strengths, such astheir skills in analysis and discernment as well as theiraction orientation. After a coaching meeting, as the coachreflects on the interaction and progress, it can be veryhelpful to think about all of the things that went well, ratherthan focusing primarily on all the things that could havegone better.
ABOUT THE ENNEAGRAM IN BUSINESSEstablished in 2004 by Ginger Lapid-Bogda PhD, The Enneagram inBusiness offers excellent quality, state-of the-art products andservices. Our vision is to help elevate consciousness globally usingthe Enneagram integrated with other innovative approaches; ourmission is to provide an abundance of Enneagram-based resourcesfor use around the world. These include the following:» Eight Enneagram books, including several best sellers» Full-color Enneagram training tools, both in hard copy and virtual formats» Global Enneagram certification programs for consultants, trainers,and coaches» Premier leadership development and team development offerings» Training, coaching and consulting services, both virtual and in-person» A comprehensive, interactive online Enneagram Learning Portal(ELP)» A global network of over 70 top-quality Enneagram professionals(EIBN)ENNEAGRAM BOOKS by Ginger-Lapid-BogdaBringing Out the Best in Yourself at WorkWhat Type of Leader Are You?Bringing Out the Best in Everyone You CoachThe Enneagram Development GuideConsulting with the EnneagramThe Enneagram Coloring BookThe Art of TypingThe Art of the Enneagram (co-authored with Russell Tres Bogda)TheEnneagramInBusiness.com | EnneagramLearningPortal.com |info@TheEnneagramInBusiness.com | 510.570.2971Feel free to share this mini-book with friends, colleagues and lovedones.