The Enneagram at Work

The Enneagram at Work Plot Summary

Introduction

In today's fast-paced professional world, we often find ourselves at a crossroads between leading with authority and connecting with emotional intelligence. The challenge isn't simply about making decisions or directing teams—it's about understanding the underlying patterns that drive our behaviors and those of the people around us. Whether you're managing a team of two or two hundred, the fundamental questions remain the same: Why do certain personalities clash while others naturally align? How can you inspire rather than merely instruct? What separates good management from truly transformative leadership? The journey toward exceptional leadership begins with self-awareness. When we understand our own patterns—the automatic responses that guide our actions in moments of stress, triumph, and everything in between—we gain the power to transcend them. This isn't about changing who you are, but rather embracing your authentic self while recognizing how your natural tendencies might help or hinder different situations. Through the frameworks and insights shared in these pages, you'll discover not just who you are as a leader, but who you can become when you align your actions with your deepest strengths and learn to navigate your blind spots with grace and intention.

Chapter 1: First Chapter Title

The Enneagram offers an ancient wisdom system that illuminates nine distinct personality types, each with unique motivations, fears, and patterns of behavior. Far more than a simple personality assessment, it serves as a dynamic map of human consciousness that reveals not just how we behave, but why. Understanding these nine types provides extraordinary insight into ourselves and those we work with, turning potentially frustrating differences into complementary strengths. Bill Kimpton, founder of Kimpton Hotels & Restaurants, transformed his management approach after discovering the Enneagram in the early 1990s. Initially struggling with communication issues with a senior executive, he consulted an organizational psychologist who introduced him to this powerful tool. The insights were so transformative that Kimpton made the Enneagram a cornerstone of leadership development throughout his organization. When Jim McPartlin joined Kimpton in 1993, his first introduction to the Enneagram came through a course led by Helen Palmer. The experience was nothing short of revelatory. During that workshop, as Helen described Type 6 (the Loyal Skeptic), McPartlin had what he describes as an "out-of-body experience," exclaiming "Holy shit!" as he heard his entire life and personality articulated with uncanny accuracy by someone who didn't know him at all. This moment marked the beginning of a profound journey of self-discovery that would fundamentally reshape his approach to leadership and life. The Enneagram had pinpointed his pattern of anxiety and inward contrariness that coexisted with his confident exterior. To begin working with the Enneagram, start by exploring which type resonates most with you. Each type has distinct characteristics: Type 1s are principled perfectionists, Type 2s are supportive helpers, Type 3s are driven achievers, Type 4s are emotionally expressive creatives, Type 5s are analytical observers, Type 6s are loyal skeptics, Type 7s are enthusiastic visionaries, Type 8s are powerful challengers, and Type 9s are peaceful mediators. As you read descriptions, notice which patterns feel most familiar in your own behavior. Remember that identifying your type isn't about labeling or limiting yourself, but rather gaining insight into your unconscious patterns. The goal isn't to change your essential nature but to become more aware of your automatic responses so you can make conscious choices rather than being driven by habit. This awareness creates freedom to access the highest expression of your type while understanding how stress might trigger less productive behaviors. The most remarkable aspect of the Enneagram is that it shows not just who you are, but who you can become. Each type has both higher and lower expressions—versions of yourself at your best and your challenged moments. By recognizing these patterns, you gain the power to intentionally cultivate your strengths while compassionately acknowledging your growth areas.

Chapter 2: Second Chapter Title

Self-awareness stands as the foundation of effective leadership. While technical skills might get you the position, it's your emotional intelligence and understanding of yourself that will determine how successfully you lead. The Enneagram provides a roadmap to recognizing both your natural gifts and the blind spots that might be holding you back from your full potential as a leader. Jack Kelly, who runs operations for a large insurance company, exemplifies a Type 1 (Strict Perfectionist) with a strong wing in Type 2 (Considerate Helper). His integrity, self-discipline, and thoughtful approach to work make him an excellent leader, but he derives particular joy from running the company's Mentorship Program. Like many Type 1s with a Type 2 wing, Jack shows up as a teacher who demands excellence while providing supportive direction once you've earned his respect. His Type 9 wing gives him the ability to respectfully listen to different viewpoints, even when he doesn't agree with them. However, Jack still sees things in relatively black and white terms, and must actively work on relaxing, considering alternative perspectives, and giving up the need to always be right. This is the essence of growth through self-awareness—recognizing both your strengths and the patterns that limit you, then intentionally working to expand your capacity. For Jack, acknowledging that there might be multiple correct approaches to a problem represents significant personal development. The process of cultivating self-awareness begins with observation without judgment. We all have patterns—default ways of thinking, feeling, and behaving that have served us well enough to get us where we are. Yet these same patterns can become limitations if we aren't conscious of them. The first step is simply noticing: How do you respond when criticized? What triggers your stress response? Which situations bring out your best qualities, and which consistently challenge you? Dr. David Daniels, clinical professor in the Department of Psychiatry at Stanford University and a foremost authority on the Enneagram, taught that transformation follows five steps: Awareness, Acceptance, Appreciation, Action, and Adherence. First, we must become aware of our patterns. Then, we must accept them without judgment. Next, we cultivate appreciation for what these patterns have helped us accomplish. Only then can we take action to shift toward our higher expression, followed by consistent adherence to new practices. A powerful practice for developing self-awareness involves simply checking in with your breath throughout the day. Notice when you're holding tension, when your breathing becomes shallow, or when you're completely unaware of your body. These physical signals often reveal emotional states we haven't consciously registered. By returning to your breath, you create space between stimulus and response—the space where choice and leadership truly reside. Ultimately, self-awareness isn't just about understanding yourself—it's about recognizing that everyone operates from their own patterns, fears, and motivations. This compassionate awareness transforms how you interact with your team, allowing you to meet people where they are while guiding them toward their highest potential. In cultivating self-awareness, you don't just become a better leader; you create the conditions for everyone around you to thrive.

Chapter 3: Third Chapter Title

Leadership begins with getting your hands dirty. When I transferred into the resort division from the Magic Kingdom at Walt Disney Company in 1987, I met Maxcine Bell, the executive housekeeper for the Contemporary Resort. A formidable presence in her pink Chanel-style suit and matching high heels, Maxcine had risen from housekeeper to one of the top management positions, often supervising graduates from prestigious hotel schools. On my first day, Maxcine asked if I'd ever cleaned a hotel room. I proudly informed her that while I hadn't, I had my degree from hotel school and had taken a class in time-and-motion studies. I even mentioned buying a stopwatch to time employees for improving efficiencies. Maxcine smiled pleasantly and simply repeated her question: "So, you have never cleaned a room yourself?" That moment should have warned me I was about to be schooled. Maxcine had me clean rooms for thirty days until I could finish fifteen per day, all of which she personally inspected. I was exhausted by 5 P.M. each day, barely able to eat dinner before falling asleep. The women who trained me—diverse in personality but unified in their mastery—ran circles around me in productivity and attention to detail. I learned precise standards: guest toiletries should always be lined up as shampoo, conditioner, and body wash; soap should be wrapped and placed squarely in the soap dish; and the golden rule was that hair was the enemy—a guest should never find it anywhere. Despite my growing competence, Maxcine unfailingly found something I'd missed. In July, Maxcine decided my training wasn't complete and moved me to the pool area as a porter, responsible for cleaning public toilets—outside, in the Florida summer heat, with endless families and children using the facilities. This wasn't what I'd gone to hotel school for! Yet Maxcine's ultimate goal wasn't to sharpen my toilet-scrubbing skills but to teach me a profound leadership lesson: You cannot effectively lead others unless they know you've walked in their shoes. This experience transformed my approach to leadership. In every subsequent general manager position across the United States, I began each day with my housekeepers—the least glamorous but most essential department. These primarily immigrant women spend their days cleaning up messes with high quotas and exacting standards, yet guests rarely notice their work. While you can't change guest perception, you can change how you regard their contribution. To become an exceptional leader, implement these core principles: First, know thyself—understand your patterns, blind spots, and strengths through honest self-assessment. Second, be curious—approach each day with the intention to learn something new. Third, honor your commitments—do what you say you're going to do, every time. Fourth, choose your team carefully—select people who complement your strengths and challenge your weaknesses. Finally, pay attention—practice being present with laser focus on the person or task at hand. Remember Maxcine's lesson: no one is too senior to do the dirty work. Stay connected to the front-line experience, even as you rise through the ranks. This connection builds empathy for your team while earning their respect, creating a foundation of mutual awareness and trust essential for effective leadership.

Chapter 4: Fourth Chapter Title

Balancing the three centers of intelligence—head, heart, and gut—is essential for effective leadership. While most of us associate intelligence primarily with our logical thinking, we actually possess three distinct "brains": our Head Brain (logic), Heart Brain (emotions), and Gut Brain (action and instinct). Understanding how these three centers work together—and which one you might over or under-rely on—can transform your leadership effectiveness. When I opened the Gramercy Park Hotel as general manager, we were in the final chaotic days before unveiling. I received a call that Anna Wintour would be visiting for a first look, and if the owner wasn't there to greet her, I should do so personally. As a Type 6 (Loyal Skeptic), fear and anxiety are my default state even on good days, but the thought of meeting the most famous woman in fashion sent me over the edge. While walking up the back staircase, I saw a beautifully attired leg coming down toward me and a voice calling "Ian?" I looked up to lock eyes with her, and panic instantly flooded my system. But in that crucial moment, I paused. I didn't want my patterns to take over—imagining the worst, slipping into nervous chatter, being overly ingratiating. In those few seconds, I dropped out of my busy head, grounded myself in my body, and flexed my core instead of my default personality. I smiled genuinely and said, "Good morning, Ms. Wintour. My name is Jim McPartlin." What could have been an awkward disaster became a forgettable but professional exchange—which was precisely the goal. My typical stress response would be to toss logic aside and feel compelled to do something—anything—which delivers very mixed results. By balancing my centers in that moment—noticing my heightened emotional state without judgment, tapping into logical perspective, and taking grounded action—I navigated the situation effectively. Sometimes executing an unremarkable, forgettable exchange is truly remarkable, made possible by accessing all three intelligence centers. To balance your own centers of intelligence, practice The Pause: Stop whatever you're doing (briefly, almost imperceptibly to an outside observer). Check in with all three centers: What do I think? (If alone, put your fingers on your temples; if in public, imagine the gesture.) How do I feel? (Put your hand on your heart.) What can I do? (Put your hand on your gut.) Notice which center feels most expressed and which feels least expressed. Take a deep cleansing breath to ground yourself, then intentionally lean into your least expressed center. Dr. David Daniels taught that integrating these centers requires applying the "five A's" of transformation: Awareness (being grounded and receptive), Acceptance (approaching yourself with kindness and without judgment), Appreciation (gratitude for what you're learning), Action (pausing to notice what's out of balance and taking steps to restore harmony), and Adherence (committing to daily practice). Remember that balance doesn't mean perfect equilibrium at all times. Rather, it means having access to all three centers when needed and consciously choosing which to emphasize in different situations. By developing this skill, you'll make better decisions, communicate more effectively, and inspire greater trust from those you lead.

Chapter 5: Fifth Chapter Title

Giving and receiving feedback represents one of leadership's most challenging yet essential responsibilities. Despite its importance, surveys consistently show that only about 20% of people feel comfortable delivering criticism. For the rest of us, it triggers anxiety about negative outcomes—regardless of how the other person actually responds. While it may never become completely comfortable, self-aware feedback can transform both professional relationships and results. Two decades ago, I was certified as a facilitator in a seminar called "Communicating for Results." It started with the premise that most of us engage in daily power struggles—like a psychic rope where two people pull each other toward their own perspective. The program offered tools to move from this struggle toward what we called the "Awareness Circle," fostering collaborative communication regardless of hierarchy. While participants left enthusiastic about the concepts, most quickly reverted to old patterns without concrete implementation strategies. Years later, when asked if I had material on giving feedback, I realized what was missing from existing models: self-awareness. I developed a two-hour class built upon the Enneagram, and the results were transformative. The key insight? Effective feedback begins not with the other person's performance but with your own self-awareness. By understanding your patterns, blind spots, challenges, and strengths, you create the foundation for meaningful exchange. The Four-Step Feedback Model provides a clear structure: First, Observe—state factual observations without judgment: "John, I noticed you were late today." Second, Interpret—give the benefit of the doubt: "Maybe it's because of commuting issues?" Third, Feel—express your genuine emotion: "I'm feeling frustrated." Fourth, Need—clearly articulate what you need: "Let's discuss what you need to be on time." Each Enneagram type approaches feedback differently. Type 8s (The Boss) may deliver blunt criticism without softening the blow, while Type 2s (Considerate Helpers) might struggle to address problems directly for fear of hurting feelings. Type 3s (Competitive Achievers) often focus on results while overlooking emotional impact, and Type 9s (Adaptive Peacemakers) might avoid conflict altogether. Understanding these tendencies in yourself and others allows you to adapt your approach. When I worked in Los Angeles, I needed to address my director of sales, a Type 7 (Enthusiastic Visionary), about his overly casual approach with hotel owners. I followed the model: "Rob, I notice you sometimes use humor with the ownership group too often in meetings. Perhaps it's because you're nervous and think your charm will help? However, it's concerning that you're not picking up on the room's vibe. I need you to be taken seriously." True to his Type 7 patterns, he laughed and tried to deflect with humor. Recognizing this as his default defense, I calmly stated, "I'm being serious here," which reset the conversation. Remember that giving feedback takes practice and won't always unfold perfectly. The goal isn't perfection but growth—both yours and your team's. By combining self-awareness with clear structure, you transform feedback from an uncomfortable obligation into a powerful tool for development and connection.

Summary

Throughout these chapters, we've explored how self-awareness serves as the cornerstone of exceptional leadership. The Enneagram offers not just insight into who we are, but a roadmap to who we can become when we consciously engage with our patterns and potential. As we've seen through stories of leaders like Maxcine Bell and insights from figures like Dr. David Daniels, the journey toward leadership mastery is fundamentally about understanding ourselves first—not to change our essential nature, but to access our highest expression while navigating our blind spots with grace. The most powerful truth we can embrace is that "you are fine just as you are." Your patterns do not define who you are at your core, but they do influence what you do. By cultivating awareness of your three centers of intelligence, learning to balance logic, emotion, and action, and applying structured approaches to feedback and conflict, you unlock your capacity to lead from authenticity rather than autopilot. Today, commit to one simple practice: pause before your next challenging interaction, notice which center of intelligence you naturally emphasize, and intentionally access the one you typically neglect. This single shift can transform not only how you lead, but how you live.

About Author

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Jim McPartlin

Jim McPartlin is a renowned hospitality consultant with over three decades of leadership experience across the luxury hotel industry. Most recently employed as the Vice President of Leadership Development at Forbes Travel Guide, Jim is also a recognized authority on using the Enneagram as a means of understanding interpersonal workplace relationships. Over the past 20 years, Jim has taught hundreds of courses on the Enneagram and emotional intelligence and has delivered keynote speeches and seminars on this topic across the globe. He actively works as a professional coach with clients ranging from American Express, Chanel, Geico, and XL Construction.

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