Management
Managing with the Enneagram
The Enneagram describes nine ways of being motivated, and nine things that reliably go wrong under pressure. One day to recognise your own profile, read your team, and stop managing everyone as though they wanted what you want.
What you will be able to do
- Know the 9 bases of the Enneagram
- Know your own personality base in the Enneagram
- Know the base of each of your direct reports
- Give feedback adapted to each personality base
- Adapt your delegation to each base
- Motivate each person according to their personality
Programme
A reminder of each participant's Enneagram base
- The vocabulary of the Enneagram
- The main characteristics, strengths and areas for improvement of each base
Which profiles make up my team?
- Identifying the profiles around me, and which ones dominate
- Drawing on other tools and methods, depending on the trainer's certification
- Involving the team member in determining their own profile
Managing each base
- Communicating and giving feedback with each profile
- Coaching, motivating, setting the frame and correcting with each profile
- The strengths to build on
- Each base's relationship to authority
Keeping the Enneagram alive in the team
- Ideas and tips for making it last
What is the Enneagram?
A method for studying personality, based on nine patterns of human behaviour. It is a tool for understanding yourself better and, in a management context, for understanding what moves the people you lead.
One day: your own profile, the nine readings, and what each one needs from a manager.
Managing a team you cannot reshuffle
The case for individualised management is stronger in a small market. A manager in Seychelles typically has a team of six to fifteen, recruited from a labour pool where the same names circulate, and no realistic option of replacing someone who is not responding. Getting through to the one person you have never got through to is therefore worth a day of anyone’s time.
That is the whole use of the model here: fewer generalities, more of the person actually in front of you.
Questions about this training
Do I need management training before this?
It is strongly advised. This day assumes the fundamentals are in place and works on individualising them. Without that base it tends to be interesting rather than useful.
Is the Enneagram scientifically validated?
It is a model, not a measurement, and that is said plainly on the day. Its value here is practical: it gives a manager nine usable hypotheses about motivation, to be tested against the person rather than applied to them.
What does it change in daily management?
How you brief, how you give feedback and what you offer as recognition. The same message lands differently depending on what the person is driven by, and one day is enough to stop using one register for everyone.
Can a whole team attend?
Yes, and in a small organisation that is often the better version: the shared vocabulary is worth as much as the individual reading.
Related trainings
The manager-leader toolkit
The core management programme, and the one most participants start with. Three days on what a manager actually does: setting the frame, delegating, running one-to-ones, and having the conversation nobody wants to have. The third day comes weeks later, once the tools have met reality.
Motivating without a budget
Most managers have far less control over pay than over the things that actually drive engagement. Two days on the non-financial levers, autonomy, recognition, visible progress and meaning, and on matching them to what each person is actually driven by.
Managing hybrid and distributed teams
When half the team is on another island, at home, or reporting into a head office abroad, the routines that held the office together do not travel by themselves. One day on the rules to set at the start, objectives that read clearly at a distance, rituals, and the remote one-to-one.