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How to Build Rapport using the Enneagram

July 14, 2020 by Matt Schlegel Leave a Comment

This is a video of an abbreviated version of a talk I gave at the 2020 Kindness Matters Conference.  I share how to build rapport using the Enneagram.  This guide will help you build relationships with people who have different Enneagram styles than your own, promoting style diversity.

https://youtu.be/C4CY1YVWBHw

Here is a transcript of the talk:

[Slide 1 – Title Slide]

It’s more important than ever that we learn to welcome a diversity of styles among our friends, family and teammates.

In this talk, I will share with you a tool called the Enneagram that I use for building rapport and trust with others who have different styles than my own.

[Slide 2 – The Enneagram]

The Enneagram is commonly used as a personality dynamics system. The system describes nine distinct behavioral dynamics.  It’s extremely useful and valuable for understanding yourself, your friends, family and team members, and the interpersonal dynamics that occur.

Today, I will be sharing how to build rapport with others using a technique called mirroring, with an Enneagram twist.

[Slide 3 – Mirroring]

Mirroring is a phenomenon that occurs when we communicate with others—it’s a natural rapport-building mechanism by which we reflect back verbal and nonverbal cues.  Those cues include posture, arm placement and speech patterns, among others.

Have you ever noticed during a conversation that you’ve positioned your body in the mirror image of the other person?  That’s mirroring in action. Mirroring is the way we tell the other person, “Hey, I’m like you; we’re birds of a feather.” It’s our instinctual method for building rapport.

At an Enneagram workshop I conducted, I asked the group to think about their best friends in high school and guess what Enneagram type they were.  As we went around the room, we discovered a pattern—most everyone concluded that their best friend was the same Enneagram type as themselves.

It’s easy to build rapport with someone when you are reflecting back their Enneagram style. Knowing the power of mirroring, why not use this technique deliberately and consciously for building rapport? By knowing each of the 9 distinct Enneagram styles, you can adjust your own style to better match that of the person with whom you are building rapport.

Let’s step through each Enneagram Type

[Slide 4 – Type 1]

In order to mirror, there must be something to reflect.   Listening is the most important of rapport build skills.

Enneagram Type 1 is often called the Perfectionist.  They’re frequently the first type to point out that things aren’t right, aren’t as they should be.

How do you get Type 1s to start talking?  How about with this question, “Is something wrong?”  Since there’s always something wrong, this simple question will get the conversation going. To build rapport as you listen, it’s important to acknowledge the problems the 1 identifies.  Don’t object. Don’t correct. Don’t deflect. Just listen and acknowledge.

Another question to ask Type 1s is, “How should things be.” Type 1s have a strong innate sense of how the world should be. Encourage your Type 1  to describe the ideal world, one without the frustrating problems.  By clearly defining both the problematic world and the ideal world, the Type 1 reveals the gap between the two.  Remember, this is their vision, not yours.  Your job is to listen and understand—doing so allows you to build rapport and trust.

[Slide 5 – Type 2]

It’s easy to build rapport with people who go out of their way to build rapport with you. Enneagram Type 2s have heart, and want to connect with you at an emotional level.  How do they do that? By helping you.

Enneagram Type 2s want appreciation from those around them. The desire for appreciation compels them to seek ways to help others in return for that appreciation.

So, what’s the easiest way to build rapport with Type 2?  Appreciate them! Type 2s are capable of receiving boundless amounts of gratitude. Try it yourself. I’ve never found a limit. This is the key to building rapport and trust with Type 2.

[Slide 6 – Type 3]

Enneagram Type 3 tends to minimize attention to emotions and feelings, both their own and the feelings of others.  Clearly, building rapport on an emotional level is not the best approach with the 3.

They do want to succeed and appear successful.  And, therein lies the key to rapport building with Type 3s.

Enneagram Type 3s are highly conscious of appearances and will respond well to mirroring. They like to surround themselves with achievement-oriented people who exhibit trappings of success—nice clothes, nice car, nice job, etc.   Mirroring these signs of success while demonstrating your own ability to work hard and achieve success will put you in good stead with the 3.

Also, recognizing and acknowledging the 3 for their successes that they’ve achieved is a key to building rapport with Type 3.

[Slide 7 – Type 4]

Enneagram Type 4 has the innate ability to “feel” the emotional content of the world, both what is present and also what is missing.  Having conversations about feelings is when rapport building takes place with Type 4.

Mirroring with Type 4 requires conversations about feelings. In some environments and situations, conversations about feelings are not welcome. For Type 4s, those settings can be stifling.  Social conversations that focus only on positivity and superficiality will not seem genuine to the 4.  They yearn for something deeper.  And, herein lies your opportunity to build rapport and trust with Type 4s—by finding the time to  share your own feelings.   Type 4 will often express deep empathy and provide unique perspectives on your situation. Acknowledging and appreciating these gifts is a key step to building rapport with Type 4.

[Slide 8 – Type 5]

For Type 5s, acquiring information and knowledge makes them feel safe.  They are drawn to unorthodox topics that require profound knowledge.  They enjoy immersing themselves deeply in the subject matter.

Engaging in conversations about the subject in which they are expert is when rapport building takes place with Type 5. Sharing any specialized knowledge that you have on the subject will be especially compelling for them.

While they are capable of acquiring vast amounts of data and knowledge, they often have trouble distilling it down to make a decision.  This is compounded by their desire to not be wrong.  Helping the 5 sort through the data to make safe decisions are conversations that the 5 appreciates and a great way to build rapport.

[Slide 9 – Type 6]

More than any other Enneagram type, Type 6 is beset with feelings of anxiety.  Like a thermometer in their gut, the anxiety temperature is low when things go according to plan.  But, when things don’t, the anxiety temperature rises. When building rapport with Type 6, it is best to approach them in their calm state. Otherwise, anxiety can make them confrontational and mask their ability to make meaningful and trusting connections.

Reflecting back concern about the future and discussing probabilities for different outcomes are topics  of great interest to Type 6. They value these conversations and your participation is an excellent rapport building technique.

[Slide 10 – Type 7]

Wanna have some fun?  Find an Enneagram Type 7!  Type 7s like being around other people, and others like being around them. Type 7s make it easy to build rapport.

Enneagram Type 7s want to keep things light and fun. Engaging with Type 7 in fun conversations and activities is a great way to build rapport with them.   Type 7s want to be liked, so demonstrating that you like them is also a great way to build rapport.

[Slide 11 – Type 8]

Just get to the point.  To communicate effectively with Enneagram Type 8 you must be succinct.  If they want more details, they’ll ask.  Letting them lead the conversation will create the environment for building rapport and trust.

Enneagram Type 8s prefer action to talking.   The Type 8 characteristics to reflect back to Type 8 include getting to the point, being direct, and acting decisively. Demonstrating these characteristics is an excellent rapport building strategy. They respect others with their same style and by reflecting back to them that direct, to-the-point style you can build rapport with Type 8.

[Slide 12 – Type 9]

When a situation calls for an abundance of patience, understanding and empathy, turn to Enneagram Type 9 for guidance. Masters of de-escalation, Type 9 strives to reduce conflict. Therein lies the key to building rapport and trust.

Enneagram Type 9s have the ability to understand everyone else’s perspective.  How do they do that?  Type 9s tend to be on the quiet side.  Rather than talking, they focus on listening.  By listening, they absorb everyone’s opinions and perspectives. Doing so gives them the ability to put themselves in other’s shoes and to intuit and predict how others will react in a given situation.

Enneagram Type 9 strives to minimize conflict and appreciates those that do the same. Reflecting back empathy and a consideration of others’ perspectives is an important rapport building strategy with Type 9.

[Slide 13 – Quiz]

In order to effectively reflect back the Enneagram style of others, it is very helpful to understand your own style.

Once you know your own style, then you will know what aspects to share and which to suppress as you are reflecting back the styles of others.

For instance, being a Type 6 myself, I like to think things through and ask lots of questions.  These behaviors can frustrate and anger Type 8, so in my interactions with Type 8s I work to check these tendencies.

Also, I tend to couch my conclusions into context.  My typical conversations start with the context and end with the conclusion as the punchline. Knowing that 8s just want me to get to the point, I flip this style on its head.  I start with the punchline and only explain the context if asked.  Often the 8 will have already figured out the context, and explaining that first is just wasting their time.  I’ve found this an important rapport building technique with the Type 8s in my life.

If you are interested in discovering your own Enneagram type, a good first step is to take a questionnaire. You are welcome to take the complimentary quiz at enneasurvey.com.

Also, I published a series of blogs on building rapport with each Enneagram type.  You can find the links to these blogs in the notes of this video.

Thanks so much for listening.

Filed Under: Building Rapport, Enneagram

This is my last plea…

July 9, 2020 by Schlegel Consulting Leave a Comment

Only one more day left to get my recently released e-book, Teamwork 9.0, for only $1.99. Thirteen years in the making, the information inside will propel your teams to collaborate and perform amazingly.

All I ask in return, please, is that you leave an honest review on Amazon after reading it.

The offer for $1.99 ends Friday, July 10th at midnight.

Take the Offer Now »

Thank you,

Filed Under: Blog, Book

2020 Killed Hyperbole – How to Lead a Team through Change

July 3, 2020 by Matt Schlegel 2 Comments

This is a video of a talk I give to groups of CEOs about how to lead a team through change during challenging times.

This leadership framework is based on the method I describe in Teamwork 9.0.  Specifically, check out chapter 2 of the book.

Here is a transcript of the talk:

A global pandemic sweeps across the earth killing hundreds of thousands of people in its wake.

Economies are wracked by recession, with no end in sight.

40 million people are thrown out of work in the US alone.

People are fearing for their lives to simply go to work or go shopping for groceries.

Nationwide, protests erupt-against police violence, and the police respond with …. more violence.

2020 has killed hyperbole.

In normal times, a CEO faces existential threats to their business,  every day. 

Your organization has a mission and you’ve grown a team to deliver on that mission with ever more effectiveness and efficiency.  Your team excels at operating in-the-business.

They know how to respond well to all known threats—HR with employment issues, your safety team with worker safety and compliance issues, your sales team with the competition.  They’re expert at dealing with these threats.

But what happens when the threat comes from outside the normal course of business?  When the normal patterns of behavior no longer apply? How do you and  your team agree on the nature of the problems and coalesce around solutions that will lead to new behavioral patterns, behaviors that will allow your team to survive and even thrive in the new environment? 

How do you create a-new-normal?

It was with this type of challenge in mind that I wrote my book Teamwork 9.0.  I developed a problem-solving framework that organizes teams to solve big, challenging problems with maximal buy in from all stakeholders. 

[Slide 2 – Enneagram]

I developed this framework based on a powerful tool called the Enneagram.  The Enneagram is commonly used as a personality dynamics system. It’s extremely useful and valuable for understanding yourself, your friends, family and team members, and the interpersonal dynamics that occur.

Not only can it be used in this way, I discovered that it can also be used as a problem-solving-framework for teams.

I had a question: Why is the Enneagram Type 1 the 1, why is Type  2 the 2, and so on.  Why couldn’t Type 1 be the 7, or Type 5 be the 3?

It turns out that the number assignment is not arbitrary.  There’s a specific reason for the order. The numbers represent the order of a process. If fact, it’s the order in which humans–solve–problems.

[Slide 3 – The Circle]

The problem-solving nature of the Enneagram is described by the outer circle.  Each of the nine Enneagram dynamics describes a specific step in problem solving.  This use of the Enneagram is not commonly known or understood, which is why I was compelled to write my book, Teamwork 9.0, and share my discovery with you today.  Let me briefly go through each step

[Slide 4 – Step 1]

What’s the first step in problem solving? It’s realizing that you have a problem.  Enneagram Type 1 is often called the Perfectionist.  They are often the first type to point out that things aren’t right, aren’t as they should be.  

They also have a clear vision of how things should be.

In problem solving, describing how things shouldn’t and should be corresponds to problem definition and goal.  Problems and goals are two sides of the same coin, and the-first-step in problem solving.

[Slide 5 – Step 2]

So, who cares about the problem?  Step 2 is where you identify the people who have an emotional connection to the problem.  Enneagram Type 2 is often called the Helper.  They understand the emotional desire to solve problems and want to chip in and help. 

In Step 2, you establish your team of committed stakeholders – those that will help solve the problem.  This is your problem-solving team.

[Slide 6 – Step 3]

Your team will have many ideas for how to solve the problem.  Step 3 is when you capture all the ideas.  Enneagram Type 3 is called the Achiever.  They are constantly looking for ideas that will lead to success. 

Each team member may have a different idea of what success looks like.  You’ll want to understand each member’s perspective.  It’s important in this step not to react negatively to any idea.  You want to create a positive environment, encourage everyone to contribute, and capture all ideas. 

[Slide 7 – Step 4]

Anytime anyone expresses an idea, you’ll have a reaction. That idea’s great! Or, that idea sucks!  You can’t help yourself; it happens naturally and instantaneously.  Enneagram Type 4 is sometimes called the Artist—they are the type most in tune with the emotional impact of any idea.

In Step 4 you want to determine the set of ideas that are most favorable to the team.  These are ideas that have the most positive emotional energy, energy your team will need to carry the project through to successful completion. I usually use a simple vote on each idea to make this determination.

The combination of the Idea Step 3 and Reaction Step 4 reminds me of the saying, “throwing spaghetti against the wall and seeing what sticks.” It’s this combination that allows your team to come up with the ideas that they want to pursue.

[Slide 8 – Step 5]

Having a handful of positive ideas to explore, it’s now time to turn to the left-brain activities starting with analyzing each idea for feasibility. Enneagram Type 5 is often called the Analyzer, and in Step 5 of problem solving you perform pro/con and cost-benefit analysis of each idea.  Out of this step comes the top 1, maybe 2, ideas to solve each problem that the team is pursuing.

[Slide 9 – Step 6]

Step 6 is where your team takes the most promising idea and builds a project plan that gets you all the way to the goal – who does what and when.  Type 6 is often called the Questioner.  Their brain is constantly asking questions—what if this happens; what if that happens?  They’re constantly on the lookout for pitfalls and developing strategies to avoid them.

In Step 6 of problem solving, you’ll want the team to build a low risk plan that gets to the goal; the plan can include risk mitigation strategies and contingency plans. 

[Slide 10 – Step 7]

Now that you have your plan, the team needs to take it back to the broader set of stakeholders for buy in.  Enneagram Type 7 is often called The Enthusiast. They are the ones who get people excited to try something new.

In Step 7, you socialize the plan with your organization. You remind everyone of the problems they face and show how the plan will solve those problems.  Done well, this socialization will lower barriers and resistance during implementation.

[Slide 11 – Step 8]

In steps 1 through 7, what have you done? Talk, Talk, Talk.  Step 8 is the time for action.  Enneagram Type 8 loves to get to action.  They will be the type that is most frustrated as the team works through the first seven steps. You will want to coach the Type 8s on your team to have patience during these early steps.

But, in Step 8, the team gets action!   With the approved plan in hand, your team’s now ready to march ahead, solve the problem, and achieve the goals!

[Slide 12 – Step 9]

YAY! –you’re DONE!  The team finished the project. How did they do?  Whenever you undergo a transformation, some toes will be stepped on and feathers will be ruffled. Enneagram Type 9 is called the Harmonizer, and in Step 9 you want to debrief the project and listen to feedback from the stakeholders.  If you have your detailed list of problems and goals from Step 1, now is the time to review that and score the project.

As you have these conversations with the stakeholders, you’ll uncover that there may be lingering problems and perhaps new problems that need to be addressed.  And, this is why….

[Slide 13 – Process + People = Purpose]

…the Enneagram is a circle, not a line.  Step 9 leads right back to Step 1 and illustrates the human desire for continuous improvement.

The aspect I love about this problem-solving framework is that there’s a direct link between each step in problem solving to a specific personality dynamic that is particularly suited for that step. 

Now more than ever, organizations are being challenged with threats that require everyone in the organization to collaborate and find new ways to survive and thrive—working ON the business not just IN the business.  

Using a step-by-step-approach-to-problem-solving can get your team to  focus on the challenge and invent a new path forward.

Filed Under: Employee Engagement, Leadership, Problem Solving

How To Reduce Product Returns

July 1, 2020 by Matt Schlegel Leave a Comment

In this video, I share a story about how a client used the problem-solving framework I describe in Chapter 2 in my new book Teamwork 9.0.

In Chapter 8 of the book, I use the tools to analyze this team’s dynamics in the section called “All In The Family.”

Here is a transcript of the video:

It was 2009, in the heart of the Great Recession, Allen had the perfect product for the times.  Online video content was exploding, and Allen’s company had a low-cost video production solution that enabled anyone to produce professional-looking content at a fraction of the price of commercial equipment.

Allen was a caring soul.  Responsible for operations, he wanted to deliver the best possible customer experience and bended over backwards to do that.  And, while customers loved the products and demand was soaring, the organization had reached a limit—the telltale sign? …  Product reliability suffered.  Nearly 1 in 3 products shipped out were being returned for repair.

Allen wanted to solve the problems-causing-returns, but couldn’t get the attention or resources necessary.  Everyone was too busy working on the “next thing” and too willing to blame others for the current problems. That’s when Allen thoughtfully asked for my advice.

I suggested that he form a cross-functional team and use the team-based problem-solving method that I detail in my book Teamwork 9.0. He convened a meeting and encouraged everyone to share their thoughts on the causes of product returns. 

Over the course of an hour, a transformation occurred.  The participants stopped blaming one another and started getting intensely curious about the root causes of the problems.

That spark-of-curiosity ignited a fire—the team was on a quest to identify and solve each of the underlying issues.

After that initial meeting, Allen was able to get the attention of the team members and secure the resources he needed to address all the problems. Under his leadership, return rates plummeted.

Clearly defining a problem, sparks the intense human desire to-solve-that-problem. Step ONE in problem solving is to instill your team with that intensity.

Filed Under: Employee Engagement, Leadership, Problem Solving

♫Don’t You Forget About Me♫

June 25, 2020 by Schlegel Consulting Leave a Comment

If you have not yet taken advantage…

I lowered the price of my recently released e-book, Teamwork 9.0 to only $1.99 for a short time. The information will propel your teams to collaborate and perform amazingly.

All I ask in return, please, is that you leave an honest review on Amazon after reading it.

Take the offer now »

Thank you,

Filed Under: Blog, Book

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