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Motivate your team – the Enneagram way

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in March 2023)

Projects are delivered by people, and this will continue at least until AI takes over project management.  While the Project Manager should master the tools and processes they are using to manage their project, project delivery will undoubtedly suffer if the Project Manager ignores the human factor of the project team, and the stakeholders influencing the project.  What “makes or breaks” project success is knowing what makes people “tick” and acting accordingly.  In this month’s Beyond Project Management I will introduce one of the many ways to understand and motivate your team: The Enneagram of Personality.

Taken at face value, the Enneagram is made up of nine numbers representing different personalities interconnected and woven together through human psychology, and traditional knowledge of human nature.  While the Enneagram is basically a useful tool to help individuals manage their emotions and interpret the world around them, many businesses are using it in team building and conflict resolution.  By the same token, when you know more about yourself and the people around you, you will know the ‘hot buttons’ of every personality.  Exploiting this knowledge you will increase the collaboration among the project team and the influential stakeholder, and consequently, this will increase the chances of delivering successful projects.

Caveat: I am not promoting this classification as the only way to understand yourself and the team. This is one of many other ways that can help you manoeuvre the complex landscape of human behaviours and interactions and give you some ideas that could help you in building effective relationships.  I acknowledge that not everyone agrees that this classification works.  The purpose of this article is to enrich your toolbox and give you more options and ideas to consider.  It’s up to as a Project Manager to identify and use the right tool for the right situation.

Enneagram Personalities

Type 1: The Reformer.  Also known as the Improver and the Perfectionist.  They strive to make things right or better.  They often struggle with their condemning inner voice to do better.  They need to be accurate and orderly, and they fear being incorrect or blamed.  The Reformers are motivated by being right and fair, and their focus on excellence.  Imagine their feeling about Agile principles of ‘fail fast, fail often’, or ‘MVP – just enough’. 

Type 2: The Helper.  Also known as the Giver and the Befriender.  They need to be loved and truly cared for.  They also need to be wanted, needed, and appreciated.  They fear they will be rejected for being their authentic self.  The Helper is motivated by verbal affirmation and acknowledgement.  Tell them “thank you” more often and see how they get excited and spread their positive impact across the whole project.

Type 3: The Achiever.  Also known as the Performer and the Motivator.  They need to be valued and accepted.  They adapt to the scenario to achieve success because they fear to be considered unworthy due to failure.  The Achiever is motivated when they are affirmed in their actions and the impressions they make on others.  If you don’t have an Achiever in your project, strive to get one.

Type 4: The Individualist.  Also known as the Romantic and the Artist.  Their life strategy is “I must be understood as uniquely as I am”.  They like to create different and “beautiful” things – ideas or tangibles.  They are motivated when you recognise their uniqueness and authenticity.  With the right guidance, they can help you create better project objectives or resolve your project issues in a creative way.

Type 5: The Investigator.  Also known as the Observer and the Theorist.  They like to be always knowledgeable and equipped with evidence and data.  They are motivated by being independent and undisturbed.  They hate change and get irritated by the break in routine.  With Agile’s embrace of uncertainty and continuous change, the Investigators suffer.  Nevertheless, you can rely on them in your project for validation and evidence-based arguments if and when you need it.

Type 6: The Loyalist.  Also known as the Sceptic and the Guardian.  They focus on being safe and secure all the time, and they rely on a strong support system to keep them safe.  You will lose them if they feel any mistrust or security threat.  They are motivated by reassurances of safety and job security.  Their focus on safety and security makes them good at developing contingency plans and workarounds for risks and issues.  Therefore, if you can assure them of their role on the project, they will help you in resolving the problems of the project.

Type 7: The Enthusiast.  Also known as the Optimist and the Epicurean.  They like to have fun and new experiences while working.  They find silver lining in every challenge and keep options open.  They are motivated with consistent excitement and continuous engagement and stimulation.  The combined wisdom of the Loyalist and the Enthusiast (types 6 and 7) is a blessing for any project.  If you have these types of personalities, ensure they collaborate and your project will reap the results.

Type 8: The Challenger.  Also known as the Protector and Advocate.  They never like to be controlled by anyone.  If you micromanage them, you lose them.  They are motivated by letting them dominate their own environment, and giving them the responsibility to ensure that everyone in their environment is protected.  For Challengers on your project, clarify what and when you want things, and leave it to them to deliver – they will.

Type 9: The Peacemaker.  Also known as the Mediator and the Reconciler.  They strive to maintain peace and calm and create harmony in their environment.  They focus on peace-making so that they might miss their main role.  They are motivated by solving people’s problems and managing conflict.  They bring harmony and serenity to your challenging project.

These are the general characteristics of the Enneagram Personalities.  People usually have a dominant type and few characteristics from other types.  Also, people change over time from one type to the other.  It would be useful to observe your project team and the influential stakeholders to understand the dominant type of each person.  With the right understanding of the needs, fears, and motivations of everyone in your project, you can decide when and how to press their “hot buttons” to align everyone towards the project purpose and objectives.

References

What’s your Enneatype? By Liz Carver and Josh Green (Link).

Taking care of Business with the Enneagram by R. Karl Hebenstreit (Link)

The Complete Guide to the ENNEAGRAM by Sierra Mackenzie  (Link)

The Art of Asking Questions

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(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in July 2023)

If you’ve ever wanted to make an impact, win hearts, or persuade others to take action, then sharpening your skill of questioning is an absolute must. The way and type of questions you ask can truly captivate the minds and hearts of people, drawing them closer to your way of thinking. Project Managers as advocates and implementers of Change rely heavily on the power of questions to persuade their stakeholders and rally everyone towards the common goals of the project.

As the great philosopher Voltaire once said, “Judge a man by his questions rather than his answers.” Questions possess an inherent power that goes beyond their answers. When you pose a question to someone, they not only ponder the question itself but also reflect upon you, your style of inquiry, and their perception of the question’s purpose. The art of asking questions is a crucial skill that Project Managers, and indeed everyone else, should develop if they want to effectively sway people towards their vision.

Every individual holds unique values, fears, prejudices, and biases. They come from diverse cultural backgrounds and are motivated, inspired, and influenced by different things. To succeed in this complex landscape, it is essential to understand and embrace the intricacies and simplicities of the human experience. This can be achieved by truly listening and seeking to comprehend how someone arrived at their present standpoint. Once you grasp their perspective, you can meet them where they are, rather than where you desire them to be. It is from this starting point that your questions should emerge.

To truly master the art of asking questions, it is crucial to comprehend the various types and categories of questions, as well as to learn the appropriate manner and timing of posing them. Here are some ideas and strategies to help you prepare and ask engaging questions:

  1. Determine the purpose of your question: Are you seeking information from the person or attempting to elicit a reaction? Do you desire a decision, a fact, or an opinion?
  2. Know when to use leading questions and when to use non-leading questions:
    1. Non-leading questions aim to gather information, with the focus on the answer rather than the question. These questions help build rapport with people, as they allow them to express their viewpoints uninterrupted. However, be cautious, as non-leading questions can sometimes lead to a loss of control over the conversation. You may encounter someone who enthusiastically responds to your question and doesn’t want to stop.
    1. Leading questions, on the other hand, suggest a specific answer. These questions place the spotlight on the person asking the question, rather than the one answering it. The answer is often embedded within the question, and the respondent can either affirm or refute it. If you seek affirmation, be prepared with persuasive arguments to reaffirm the situation, or be open to changing your own opinion.
  3. Exercise caution with questions beginning with ‘Why’: Such questions can unintentionally come across as judgmental, regardless of your true intentions. Asking ‘why’ may erode trust and potentially lead to a loss of control over the conversation.
  4. Take the time to craft meaningful questions and listen attentively to the responses. This demonstrates your genuine desire to understand and learn at a profound level, fostering authenticity, rapport, and trust.

Asking questions creates buy-in, and buy-in produces results. The act of questioning empowers individuals. When you solicit people’s views and ideas, you send them a powerful message of belief in their abilities to contribute and effect change. By asking someone, “What could you do about this?” you are inspiring them to take ownership and leadership in the situation.

In essence, a powerful question is a catalyst for transformation. It has the capacity to ignite curiosity, spark reflective conversations, and surface underlying assumptions. It stimulates creativity, generates forward momentum, and focuses attention. Beyond its immediate impact, it touches upon a profound meaning, evoking emotions and inspiring individuals to delve deeper into their thoughts. As it unleashes a chain of further questions, it opens the door to exploration, growth, and new insights.

Furthermore, mastering the art of asking questions not only influences others but also transforms our own thinking. Often, we become trapped in our own perceptions of reality. Skillful questioning can pave the way for new awareness, insights, and perspectives. Our past experiences and beliefs about life, ourselves, others, and the world shape the boundaries of our creativity. A narrow self or world view limits our ability to envision new possibilities and generate innovative solutions. By asking questions, we can break free from our limited perception and explore new dimensions of thinking. But that’s a story for another article.

So, embrace the power of skillful questioning, and watch as the world opens up to you in ways you never thought possible.

References

Gowdy, Trey. Doesn’t Hurt to Ask, November 2020

Effective Advising in Statebuilding and Peacebuilding Contexts – How. The art of asking catalytic questions. 2015, Geneva, Interpeace-IPAT