© Copyright Richard Pinneau, 2006. WPR Enneagram HOME
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| Names: | Perfectionist / Purist Reformer, Paragon, Judge. "By the book." "Zero defects." |
Helper / Giver Guardian Angel. |
Achiever / Producer Motivator, Marketer. |
Individualist, Connoisseur Romantic, Intense Feeler, Individualist. "Beauty is truth; truth is beauty." |
Observer / Sage Nonattachment. "Knowledge is power." |
Troubleshooter / Loyal Skeptic True Believer, Questioner, Guardian. "Be prepared." |
Adventurer / Visionary Enthusiast, Epicure, Optimist. "Let's take a flyer." |
Protector / Top Dog Challenger, Asserter, Activator. Master builder. "Truth and Justice" "My way or the highway." |
Peacemaker / Mediator Universalist. |
| Theme: | Duty | Service | Accomplishment | Individuality | Wisdom | Loyalty | Vision | Bold Action | Peace |
| Models: | The power of principle. | Genuine caring. | The human potential to achieve | Depth of human feeling and creativity. | Investigation, reflection, perspective. | Vigilance and loyalty. | The power of innovation. | The power of action. | Human capability for cooperation. |
| Pursues: | Being virtuous. | Feeling appreciated and loved. | Feeling worthwhile, desirable, acceptable. | Finding personal significance, uniqueness. | Feeling capable, competent.
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Being supported. | Feeling happy, enjoying activities. | Being independent, self-determining. | Peace of mind, even keel. |
| Avoids: | Making Mistakes Being criticized, feeling defective. Losing self-control, especially anger. |
Being Needy Rather than Needed
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Failure Being overshadowed, sloth, distractions from accomplishing things. |
Being Ordinary Rejection, abandonment, shallowness, feeling defective or insignificant. |
Emptiness Meaninglessness, inadequacy; strong feelings - esp. fear. Helplessness, intimidation, intrusion. |
Being Betrayed by Power Figures Danger, deviance, insecurity through alienation of the powerful. |
Pain, Unpleasantness Frustration, boredom, limitations. |
Powerlessness, Vulnerability, Injustice Being weak, uncertain, dependent. |
Conflict or Abandonment Confrontation, separation. |
| Famous: | G B Shaw, Steven Covey, Confucius, Miss Manners, Nelson Mandella, Bach, Martin Luther, Ben Franklin. | Leo Buscaglia, Mother Teresa, Zig Ziglar, Mary Kay Ash, Mr. Rogers. | Michael Jordan, Sharon Stone, Oprah, Tony Robbins. | Martha Graham, Marlon Brando, Prince, Elizabeth Taylor, Dostoeyevsky, Stanley (Neiman-) Marcus. | Bill Gates, Greta Garbo, Thomas Edison, Einstein, Yoda, Dilbert. | Woody Allen, Freud, Darwin, Oliver North, Ellen Degeneres, Spike Lee. | John Kennedy, Malcolm Forbes, Shirley MacLaine, Stephen Spielberg, Ben Franklin. | Patton, Pat Buchanan, Ann Richards, Mao, Martin Luther King Jr. , Bella Abzug. | Eisenhower, Gandhi, Margaret Mead, Reagan, Ford, Dalai Lama. |
| Quotes: | "I'd rather be right than President" —John C. Calhoun | "You can have everything you want in life, if you wil just help others get what they want." —Zig Ziglar | "Be the best that you can be."
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"Beauty is truth, truth beauty." —John Keats | "Knowledge is power." —Bacon | "Only the paranoid survive." —Andrew Grove (Intel) | "Think only of the best, work only for the best, expect only the best." —Optimist Creed | "I came, I saw, I conquered." —Caesar | "Live and let live." |
| Infamous: | Ross Perot, Mary Poppins, Martha Stewart, Felix Unger. | (invisible) | Michael Milken, Larry King. | Sylvia Plath, Kurt Cobain. | Howard Hughes, Scrooge, Bobby Fischer, Hugh Hefner. | Richard Nixon, J. Edgar Hoover. | Timothy Leary. | Louis XIV, Al Capone, Lyndon Johnson. | Edith Bunker. |
| Biz books: | Steven Covey: Seven Habits of Highly Effective People | Max dePree: Leadership Is an Art Mary Kay Ash: Mary Kay on People Management |
Peter Drucker: The Effective Executive Michael Porter: Competitive Advantage |
David Whyte: The Heart Aroused Stanley Marcus: Quest for the Best (of Nieman-Marcus) |
Stephen Manes: Gates Scott Adams: The Dilbert Principle |
Andrew Grove: Only the Paranoid Survive Jack Gibb: Trust |
Tom Peters: Thriving on Chaos | Wes Roberts: Leadership Secrets of Attila the Hun | Chester Barnard: The Functions of the Executive |
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| Criticized by others for: | Can be harshly critical. Unexpressive of the positive. Self-righteous, unforgiving, merciless. Severe internal self-critic.
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Tries to flatter way to influence. Wants too much attention. Won't express own needs. Chameleon. |
Overinvolved in work - to the neglect of personal life. |
Gets lost in negative feelings. Unpredictably moody. Unconventional displays. Impossible to please. |
Too private and unsociable. Too abstract, not practical enough. Neglects personal appearance. Not ambitious enough. Arrogant. Hoards what s/he thinks indispensible. |
Worrying and obsessive. Teasing and sarcastic. Blames others. Suspicious or even paranoid. |
Scattered. Poor follow-through, unpunctual, unpredictable. Avoids serious issue; even shallow. |
Pushy, autocratic or dominating. Intolerant of the tender sides of people. Grandiose; vindictive; insensitive.
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Appathetic, unmotivated. Indecisive; poor at follow-through. Stubborn. |
| Irony: | They polish things to perfection but may still think they're not ready for release. | Incredibly sensitive to how others feel and how to be helpful but they won't help out by saying what they need, or by offering objective feedback or by giving others room to learn through own mistakes. | Intensely focused on being productive but lose sight of the quality problems or unintended fallout produced. "Ready - fire - aim!" |
They consider beauty and good taste as the very reasons life — but find "the finest" disappointingly elusive. | They research everything to death but are never satisfied they know enough to launch into action. | Value their groups above all but still worry about other members' commitment or performance. | Always expressing confidence in positive possibilities, but don't have the confidence to study the possible risks in detail. | Can bulldoze way fearlessly through any difficulty but may neglect to pause and take smoother avenues that might garner the power of having others on board. | They care enough to take everyone's feeling and positions into account, but may minimize those feelings if they seem to breed conflict. |
| Finds easy: | Taking the time to get it right. | Being the behind-scenes power. | Living for the career. | Intensity of deep sorrows. | Hermit-like solitude. | Staying loyal to the end. | Seeing the silver lining. | Power, confrontation. | Postponing action indefinitely, pending consensus. |
| As a child: | Held to critical standards. |
Learned to live for being helpful. |
Learned to live for achieving. |
Childhood loss or separation. | Emotional abandonment or intrusion. |
A crisis of faith in authority left them feeling betrayed. | At some point the world became very scary / painful, and they decided to block that out and focus only on positive. | Experience of being powerless lead to a resolve never again to be powerless or humiliated. | Learned to suppress their own needs to avoid conflict or preserve their connection with power figures. |
| Values: | Strategies that help everyone hold to higher standards of performance. | Insights that will enable them to make the most difference to people to whom they're responsible. | Short-cuts that enable them to accomplish more and take better advantage of available resources. | Processes that will enhance appreciation of the originality and expressiveness that lie within them. | Strategies that help them collect the most powerful information and analyze it for maximum impact. | Methods for conserving assets and guarding against costly mistakes and unreliable individuals. | Tools that will open up new possibilities and directions for them and their visions. | Tactics that enable them to consolidate and expand their personal and organizational influence and control. | Approaches that increase team spirit and harmonious development of our mutual goals. |
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| Appeal to: | High standards, duty, ethics. (Not: Short-cuts or easy fixes.) |
Relationship dimensions. Their people skills. Generosity. (Not: science, theories, data.) |
The bottom line. The career. Effectiveness. Efficiency. Image. (Not: Warm fuzzies; nor: "Let's pace ourselves." Nor: "Let's think it over.") |
Creativity; self-expression. Uniqueness; depth of their sensitivity, feeling. (Not: Conventionality, compromise, expediency.) |
Intellect, knowledge, thorough study.
(Not: Impulses, emotional intensity, the conventional.)
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Prepare for the difficulties. Rational analysis. Keep an eye on behind-the-scenes forces. (Not: "Don't worry.") |
Impact, innovation. Adventure, novelty, excitement. Enjoyment. (Not: duty, routine, norms, stability.) |
Building a power base. Sense of justice. Concern for underdogs. Immediate engagement. (Not: pity, diplomacy, the rules.) |
Fairness, unity, harmony, teamwork. (Not: competition, deadlines, authority, absolutes.) |
| Meltdown: | Toward Four: Hopelessness may sink a One down into absorbing despair: melancholy despair over him/herself and feelings of victimization by others. | Toward Eight: When feeling unappreciated or mistreated Twos awaken to blunt action. Their power finally gets expressed directly. | Toward Nine: When overwhelmed with obstacles to productivity, they can lose concentration among myriad details and may have no choice but to chill or space out. | Toward Two: When they melt down, Fours can shift their usual absorption with their own feelings to a codependent focus on others in pseudo-helpful ways. | Toward Seven: Ideas and analysis become disoriented and disorderly; the stressed-out Fives can seek to live in unrealistic visions. | Toward Three: Under severe stress, Three-like concern with deadlines or performance criteria can break Sixes out of worrying, but may risk becoming obsessive. | Toward One: You can tell Sevens are melting down when their easygoing style is replaced by rigidity and autocratic pronouncements. | Toward Five: When stress becomes so overwhelming that Eights feel they're "losing it" they finally become thoughtful, start looking for more information and perspective — not a completely bad thing for Eights. | Toward Six: When really stressed, easy-going Nines can shift to the worrying and suspicious states of mind that come easy to Sixes — sometimes a helpful prod to action. |
| Growth from: | Seven aspects: Open up to collaboration, experimentation, non-critical brainstorming and creativity. | Four aspects: When Twos can stop trying to "fix" everything for everyone they can act from their own deep sense of creativity and vision. | Six aspects: pausing to reflect and trust in power of teamwork. | One aspects: moving toward clear rules of quality, Fours are relieved from much pressure of chaotic moods and relentless demand to absolutely most unique. | Eight aspects: risk engagement and visibility as they act upon their knowledge and insights. | Nine: When Sixes pluck up their courage to trust in others they form a much more effective team and get a much better "big picture." | Five aspects: Practice focus, persistence. Time alone (though uncomfortable) puts you in touch with inner sufficiency. | Two aspects: Eights really expand their potential when they employ their bold energy to nurture, empower, and protect others in their domain. | Three aspects: To liberate their inner power and effectiveness, Nines benefit from calling on Three-like commitment to specific goals and deadlines. |
| Ally point - what it can teach them: | Two: Employing compassion in their judgments. | Three: Calling on their Three wing happens when Twos focus on what everyone needs to do to get the job done. | Four: Tap your heart's desire, the meaning and calllng behind productivity. | Five: Some objectivity from Five can free Fours from their quagmire of interior feelings and serve an outer cause. | Six: Commit to and advocate strong positions for issues and people. | Seven: Get energized by directing yourself toward some fun, involving yourself in positive possibilities. | Eight: Bringing visions and possibilities to fruition in the world. | Nine: Eights' bold initiatives draw additional energy from others when they give others room to run in their own strong suits. | One: Ordering priorities like a One enable Nines to take effective action when there is no perfect, harmonious, injury-free solution to a situation. |
| Ally point could ask (from Goldberg): | Two: What other people need to be included in making this decision? | Three: What do you want to accomplish? How do you want to affect the world? | Four: What does your heart say? feel? What is your deepest thruth? Are you willing to feel the loss? Can you feel what's been given up? lost? | Five: Can you step back and describe the feelings objectively? | Six: What are you willing to put yourself on the line for? How do your visualize your community? What are you willing to be vulnerable for? What do you have faith in? believe in? How are you going to act on that? | Seven: What are the potential good things that could happen? Imagine the Universe as a basically friendly place. | Eight: Where is your deep faith? What are you willing to take a stand for and fight for? Besides being a consultant, how are you going to impact the world? | Nine: Who else needs to be considered? What other issues? processes? What can you learn by having all sides consulted? Can you see others' strengths? your weaknesses? What's the long-term goal? picture? Can you imagine if your project had a life of its own, can you imagine how you would facilitate it coming to life? Have you been in touch with the community? | One: What kind of objective ordering and authority can you bring to this problem? |
| Shadow point - what it can teach them: | Nine: Keeping connected to others and their views - not rushing to judgement. | One: Sticking to the rules can enhance their effectiveness by freeing them of the relentless need to please. | Two: Appreciating the heart, the service to others that can underlie their productivity. | Three: Acknowledging their ambitious motivations Twos can move from moody dissatisfaction to productivity. | Four: Acknowledge and share their deep emotion, risking to connect with others. | Five: Step back to become a cooler observer. Take time to collect and balance all the facts. | Six: Apply strategic cautiousness, consistency, reliability. | Seven: Calling on expansive vision, Eights can bring into action powerful strategies they might not otherwise perceive. | Eight: When Nines conclude that the time has come for action, they release positively the frustration that can otherwise build into the inharmony that Nines so wish to avoid. |
| Shadow could ask (from Goldberg): | Nine: How scary would it be to trust, to let go? | One: What rules (and boundaries) should apply to help you understand and resolve the problem? | Two: What do other people really want and need? What do you thik is going on with the others? | Three: (Ask them questions about the practical, objective world.) | Four: What is your feeling experience? What are you fearing? | Five: Can you investigate and study the evidence? | Six: Will you take a look at what could go wrong? What do you believe in? What do you belong to or might you belong to? | Seven: Can you hold both sides to be true? | Eight: |
| Group: | The Sensing Center. | The Heart Center. | The Heart Center. | The Heart Center. | The Head Center. | The Head Center. | The Head Center. | The Sensing Center. | The Sensing Center. |
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| Summary: | 1. Perfectionist/Purist: Ones stand for the highest standards of ethics, reliability, and performance. "Zero defects!" might be their creed. When they see that there is "one right way" in a situation, they have little tolerance for those who would cut corners. Although others may feel scrutinized or rejected when they don't live up to Ones' standards, the ever-evaluating Ones are applying even higher standards of perfection to themselves. | 2. Helper/Giver: For Twos, people come first, and Twos have sensitive radar for attending to the feelings and concerns of those around them. However, it can be nearly impossible to get Twos to share what they themselves need. The other complaint you'll occasionally hear about Twos is that their people-pleasing is really ingratiation calculated to build their behind-the-scenes power. But the Twos might summarize their real agenda as empowering others to meet their goals. | 3. Achiever/Producer: Threes are enthusiastic pragmatists who seem to get more done than everyone else. They are energetic motivators, skilled at getting others to "get on board" their high-performing productions. Sometimes others may wish Threes would be more careful to "look before they leap" or be more sensitive to fall-out that might affect other persons or outcomes. But the whole group or company benefits because the Threes are "making hay" (the bottom line) and realizing the American dream of success and accomplishment. | 4. Connoisseur/Romantic: Fours are the most sensitive appreciators of art, beauty, and creative expression, and this keeps them reaching toward ideals they can envision but which may be close to impossible to achieve. They deeply value the passion and pathos required for such sensitivity — which can lead others to complain they are moody or hard to please. But Fours could reply that they are easily satisfied — by exquisite results! | 5. Observer/Sage. Fives are committed to the principle that "Knowledge is Power," so they are ever observing, collecting information, and analyzing it. Others may complain they are aloof or withdrawn, and that they keep obsessively studying and analyzing when they need to put it in action. But Fives would explain that they are passionate about the subjects of their study and dedicated to the innovation and powerful results that such methodical research can produce. | 6. Troubleshooter/Loyal Skeptic: Sixes will keep on top of things — even those that are well hidden from view. Ever vigilant for possible problems and breeches of security, they are supremely committed to their group and alert to evidence of whether others are, too. Although others may complain that Sixes worry too much or are unreasonably suspicious, the Sixes will spot the pitfalls that escape others' notice. | 7. Adventurer/Visionary: Sevens are the great initiators of new projects, based on wide-open vision. Routine attention to ongoing processes holds little attraction for them, and may bring others' complaints that Sevens are impulsive or unreliable. Although Sevens are not the people to look to regarding potential difficulties, they will break through limits and bring the inspiration and enthusiasm necessary for bold new ventures. | 8. Asserter/Top Dog: Eights handle power with the greatest confidence. They've seen others abuse power and they won't shy from facing it down when they sense it's used against them or against some under dog. Others can object that the Eights' boldness is too autocratic or confrontational, but Eights are willing to put truth and justice to the test in a battle when necessary. | 9. Peacemaker/Mediator: Nines can comfortably balance the group's conflicting views with confidence that a "middle way" can restore harmony and promote everyone's welfare. Some may complain that in striving for harmony and accord Nines don't take their own stand strongly enough or act with enough ambition or commitment. But Nines think of their own needs and accomplishments as lying primarily in bringing harmonious cooperation to team efforts. |
| Qualities and prefs: | Getting things right. Skeptical. Control emotions. Follow the rules. Practical. Methodical. Mistake-avoidance oriented. Moderate. Anger takes time to build into outburst. Like clear-cut guidelines. Consistent. Make decisions quickly. Tend to moralize. |
Relationships. Express feelings. Trusting. Intense, dramatic (esp. if extroverted). Prefer focus on one person at a time (esp. if introverted). Appear self-confident. Concerned with their image. "Depend on me." |
Enthusiastic. Self-promoter. Expedient. Success-oriented. Traditional. Multi-taskers. Strive for admiration. Self-disciplined. Cajole to influence. Prone to bragging. |
Need alone time. Intense emotions, relationships. Dramatic. Eccentric. Discontent. Value deep feelings. Melancholic. Imaginative. Follow own rules. |
Need alone time. Reserved. Appear calm. Objectivity. Stable relationships. Awkward about expressing feelings.
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Think things through. Secure commitments. Predictability. Analytical. Pessimistic. Worrying. Appear high-strung. Procratinating. Confrontational (if "counter-phobic"). |
Initiator. Talkative. Excited. Seeks excitement. Mercurial. Keeps o ptions open. Optimistic. Unencumbered. Can be blunt, impatient. |
Intimidating. Direct, blunt. Solid. Gut decisions. Antiauthoritarian. Strive for respect. Nonconformist. Can be exuberant, even overindulgent. Dislike pretensiousness. Unload anger readily. |
Unhurried. Mild-mannered. Content. Patient. Modest. Self-effacing. Quiet about their feelings. Hang with others. Trusting. Optimistic. Conservative style. Leave initiating to others. |
© Copyright Richard Pinneau, 2006. WPR Enneagram HOME