People tend to view the three instinctual domains as three discreet and specific “instincts”: self-preservation, social, and sexual (or one-to-one). This is an archaic and outdated view of biology, which is far more complicated. It is more accurate to think of these as three domains of related impulses, drives, or evolutionary adaptations that increased the likelihood that our ancestors would survive and reproduce (I refer to these domains as Preserving, Navigating, and Transmitting). Those adaptations that worked for our ancestors were inherited by us. But they lived in a different time (for example, when food was generally scarce) and these… Read More
Excerpted from the book “Instinctual Leadership: Working with the 27 Subtypes of the Awareness to Action Enneagram” by Mario Sikora with Maria Jose Munita. Copyright 2020. All Rights Reserved. As we stated in the previous section, no one can be good at everything. We don’t expect our finance people to be as good at selling as our sales people, and we don’t expect our engineers to be PR experts. The larger a company gets, the more specialized people become in their specific functions. The more expertise individuals have in their… Read More
“Power tends to corrupt, and absolute power corrupts absolutely.” (Lord Acton) Acton may be correct (most people leave out the important word “tends” when repeating this quote), but I have never seen an effective leader who was powerless. In fact, the best leaders are powerful people who know how to use power appropriately. Most of us can find many examples that validate Lord Acton’s concern—from the tyrannical political ruler to the bossy new manager who lets a little power go his or her head. This can lead to us being wary… Read More
“Sometimes it just comes down to, ‘Will this person embarrass me?’” A client recently expressed the desire to develop the qualities that would help him grow from being the kind of leader who can run a $200m business to the kind of leader who can run a business of $1bn or more. I have some opinions on what those qualities are since I’ve worked with a number of leaders who made this kind of jump in scale—some successfully, some not—and other leaders who were never given the chance to try…. Read More
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“So, what advice do you have for me?” asked Michael. The question took me a little by surprise. It came at the end of a social lunch, not a coaching session, but Michael was a client I have known for a long time and he never missed an opportunity to learn how to get better. We first met, I’m shocked to realize, when Bill Clinton was still president. He was part of a team run by a leader I coached and he stood out because of his intelligence, singular focus,… Read More