Leveraging the Enneagram to Develop Conscious...
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Leveraging the Enneagram to Develop Conscious Leaders Canadian Enneagram Association May 16, 2015 Skip Morris Tod Tappert Greenville Health System Greenville, South Carolina
Transcript of Leveraging the Enneagram to Develop Conscious...
Leveraging the
Enneagram to Develop
Conscious Leaders
Canadian Enneagram
Association
May 16, 2015
Skip Morris
Tod Tappert
Greenville Health System
Greenville, South Carolina
Let’s get present
• Three to Five
Deep Breaths
• Pay attention
to your breath
Agenda
1.Brief Overview – Greenville Health System
2. Introduction to Conscious Leadership • The Intersection between Conscious
Leadership and the Enneagram
• Exploring Three Models of “Context” and our
Enneagram Styles
3. Integrating the Enneagram into our Leadership
Culture
4. Impact on Our Organization
5.Tools and Resources / Time for Questions
6.Parting Thoughts
System Overview
Downtown Greenville
Greenville, SC…
Come Visit Us
Top international travel destinations
of 2015 – CBS News
America's Top 100 Best
Places to Live - 2014
"Favorite Unexpected
Vacation Destination“
O, The Oprah Magazine, 2012
Greenville Health System
Bird’s Eye View
*Includes joint venture
Largest healthcare
system in SC • 8 “Hospital” Campuses* and
>180 Practice Sites
• 3.5 million outpatient visits
• 45,000 surgeries
• 6,000+ babies
Largest SC private
employer • >14,000 employees
• >900 Leaders/Managers
Academic Mission • Medical School
• 200 residents
• 6,000 external students
Strong Community
Mission • $350 million annual community
benefit
Greenville Memorial
Medical Campus
• 1912 – Greenville City Hospital
• 1935 – Greenville General Hospital
• 1947 – Act 432 passes in S.C. Legislature creating Greenville Hospital System
• 1953- 2006 - Three CEOs, GHS careers 25, 38 and 43 years
• 2013 – Greenville Health System
GHS History
Our Vision
Transform health care for the benefit of the people and communities we serve.
Our Mission
Heal compassionately. Teach innovatively. Improve constantly.
Our Values
Together we serve with integrity, respect, trust and openness.
Who We Are and What We
Stand For
Leadership and Professional Development
at GHS: Functional Structure
Academic
Partnerships
Conscious Leadership
Development
Learning and
Development
Clemson University
Leadership Research
Initiatives
Organizational
Development
Learning
Management
System
and Regulatory Training
Nursing /
Professional
Education
Curriculum
Development
Program
Delivery
Research
Activities
Clemson University
Curriculum Development and
Research
Health Innovators
Fellowship; and
Liberty Fellowship
Furman University
CEUs and Certificates
Enneagram
Organizational
/Business
Applications Team
Conscious Leadership
A Core Element of the GHS
Leadership Culture
Conscious Leadership
• We place a high priority placed on emotional
and social intelligence in the workplace.
• Conscious Leadership offers a set of
principles and concepts that invite self-
awareness and encourage high-performing
teams.
• We challenge our leaders to be curious, open to
personal learning, and constantly tuned to the
question: Where am I right now?
The Quick Business Case
…Our Theory
• Stronger, more nimble
teams…
• Higher levels of
alignment…
• Collective and
individual ability
to focus on what’s
most important…
• …and often personal
benefits, too.
Key Partner
• Jim Dethmer
Executive Coach
• Working with GHS for
nearly eight years.
• We’ve taken core
concepts and made
them our own.
Conscious Leadership
Essential
Element of
GHS
Leadership
Culture
Conscious Leadership
Self-
Aware
Conscious Leadership
E
n
e
a
g
r
a
m
Developing
Self-
Awareness
D
C
S
Core Concepts of
Conscious Leadership
• Content and Context
• Essential Commitments
• Different Models for Context:
Four Ways
Above and Below the Line
Pseudo and Authentic Teams
Content and Context
CONTENT
What we are talking
about?
CONTEXT How we are talking and listening?
All leadership is a conversation.
Commitments of
Conscious Leaders
• 15 provocative leadership commitments
• Six are essential elements
of our leadership culture.
Taking full responsibility.
Curiosity as a path to
learning.
Candor in speaking and
listening.
Ending gossip.
Masterful practice of
integrity.
Seeing others as allies.
To Me
As Me Through Me
By Me
R
E
S
P
O
N
S
I
B
I
L
I
T
Y
SURRENDER
O
N
E
N
E
S
S
- I am at the effect of… - Life is happening to me
Victim – Villain - Hero
Questions: Why me? Whose fault is it?
Questions: What can I learn from this? How am I creating this?
Creator –Challenger -Coach
-I cooperate with what wants to happen.
Co-Creator
Non-Attachment Non-Judgment Non-Resistance
Four Ways of Being in the World
Purpose and love
Shifting through: - Awareness -Presence - Consciousness
COMMITMENTS
-I take healthy responsibility - I choose to….
Questions: What is seeking to emerge? What wants to happen in and through me?
Group Discussion
Share examples of how your Enneagram style appears when
you are in To Me mode and when you shift to By Me.
BEING
“RIGHT” DEFENSIVE CLOSED
LEARNING CURIOUS OPEN
Above the Line
Below the Line
The Line
TRUST
FEAR
Vice/Virtues
Engagement
Stubbornness
Serenity
Resentment
Humility
Pride
Truthfulness
Vanity
Equanimity
Envy
Non-Attachment
Avarice
Courage
Distrust
Sobriety
Gluttony
Innocence
Anger
Group Discussion
How does your vice show up when you drift Below the Line?
How might your virtue help you shift Above the Line?
Vice/Virtues
Engagement
Stubbornness
Serenity
Resentment
Humility
Pride
Truthfulness
Vanity
Equanimity
Envy
Non-Attachment
Avarice
Courage
Distrust
Sobriety
Gluttony
Innocence
Anger
How does
your vice
show up
when you
drift Below
the Line?
How might
your virtue
help you
shift Above
the Line?
Shifts to Authentic Teams
Pseudo Team Authentic Team Gateways
From To Through
Complaining Healthy Responsibility
Truth and Openness
Commitment
Accountability
Vulnerability
Discomfort
Fear
Risk of Betrayal
Risk of Embarrassment
Concealing Revealing
Façade Authentic Feelings
Entitlement Appreciation
Conflict Creativity
Defensiveness Curiosity
Control Participation
Knowledge Wisdom
Rules Compassion
Being Right Being Present
Self-Awareness Assessment
Pseudo vs. Authentic Team
Complaining
Concealing
Façade
Entitlement
Conflict
Defensiveness
Control
Knowledge
Rules
Being Right
Healthy Responsibility
Revealing
Authentic Feelings
Appreciation
Creativity
Curiosity
Participation
Wisdom
Compassion
Being Present
Self-Awareness Assessment
Pseudo vs. Authentic Team
Where are you most often?
Complaining
Concealing
Façade
Entitlement
Conflict
Defensiveness
Control
Knowledge
Rules
Being Right
Healthy Responsibility
Revealing
Authentic Feelings
Appreciation
Creativity
Curiosity
Participation
Wisdom
Compassion
Being Present
X
X
X
X
X
X
X
X
X
X
Small Group Discussion
Pseudo Team Authentic Team
Looking at the area you rated the most
within the “Pseudo” zone, how does the
knowledge of your type facilitate your
growth toward “Authentic Team”?
From To
Complaining Healthy Responsibility
Concealing Revealing
Façade Authentic Feelings
Entitlement Appreciation
Conflict Creativity
Defensiveness Curiosity
Control Participation
Knowledge Wisdom
Rules Compassion
Being Right Being Present
Discussion
Questions:
Integrating the Enneagram
into Our Leadership Culture
Leadership Development
Activities at GHS
Frequency
Executives Physician Leaders
Leadership
Management
Frontline Staff
Executive Team Development
Quarterly
Leadership Grand Rounds 8-10 / year
Leadership Team Meetings 8 / year
Leadership Development Retreats
Quarterly
Foundational Series – Conscious Leadership
Quarterly
Exploring the Enneagram Monthly
New Manager Onboarding 6 Day Series
Coaching Partnerships 8 Month
Series
Emerging Leaders and Leadership Fellows
6-8 Month
Series
GHS Young Professionals Ongoing
GHS Forum Groups Monthly
Selected External and Community Programs
Varies
Leadership Development
Activities at GHS
Frequency
Executives Physician Leaders
Leadership
Management
Frontline Staff
Executive Team Development
Quarterly
Leadership Grand Rounds 8-10 / year
Leadership Team Meetings 8 / year
Leadership Development Retreats
Quarterly
Foundational Series – Conscious Leadership
Quarterly
Exploring the Enneagram Monthly
New Manager Onboarding 6 Day Series
Coaching Partnerships 8 Month
Series
Emerging Leaders and Leadership Fellows
6-8 Month
Series
GHS Young Professionals Ongoing
GHS Forum Groups Monthly
Selected External and Community Programs
Varies
Leadership Development
Activities at GHS
Frequency
Executives Physician Leaders
Leadership
Management
Frontline Staff
Executive Team Development
Quarterly
Leadership Grand Rounds 8-10 / year
Leadership Team Meetings 8 / year
Leadership Development Retreats
Quarterly
Foundational Series – Conscious Leadership
Quarterly
Exploring the Enneagram Monthly
New Manager Onboarding 6 Day Series
Coaching Partnerships 8 Month
Series
Emerging Leaders and Leadership Fellows
6-8 Month
Series
GHS Young Professionals Ongoing
GHS Forum Groups Monthly
Selected External and Community Programs
Varies
What We’ve Done
GHS Enneagram Time Line
• Executive Team (2010)
• Certification Process (EANT…and beyond)
– VP, Chief of Staff… 2011
– Two others followed…2012 and 2014
• Assessments, Coaching and Development (2012…)
– Executive Team, Clinical Chairs (MDs), Nursing
Executives, other departments and teams,
– 250+ leaders have been assessed
• Exploring the Enneagram Series (2014…)
• GHS Enneagram Faculty Training (2015)
F
I
V
E
Y
E
A
R
S
Ways we use the
Enneagram
“Mapping” Teams and
Work Groups
What’s your story about us?
Enneagram Distribution:
CEO and Direct Reports
1
3
0
0 1
3
2
2 0
• Corporate Executives (Edisto Group)
Enneagram Distribution:
GHS Senior Leadership
6
6
0
0 1
9
5
8
2
• Corporate Executives
• Department Chairs (MDs)
• Campus Presidents
• Chief Nurse Executive
Enneagram Distribution:
GHS Nurse Executives
0
0 0
3
1
4
2
3
7
• System Chief Nursing Officer (CNO)
• Campus CNOs • Directors of
Nursing
Using the Team Maps
• We ask which centers and styles are over-
or under- represented?
– What perspectives might we be missing?
– Where might we be at risk of “group think”
because of high concentrations of one or two
personality styles?
• We assign individuals to intentionally channel
their wings and resource points to raise other
points of view.
Health System
Leadership Profile (Snapshot*)
2.8%
10.8%
10.8%
14.1%
10.8%
7.2%
0.8%
13.7%
8.8%
20.1%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
Undecided
Nine
Eight
Seven
Six
Five
Four
Three
Two
Style One
Distribution of Enneagram Styles Among 250+ GHS Leaders *
*Over 250 Leaders assessed as of 04-30-15. This Distribution will evolve as additional leaders and work teams are assessed.
What’s
your
story?
Exploring the Enneagram
Series
• Monthly “lunch-and-learn” sessions
• Exploration of different styles using the panel method
• We always ask the panel connecting questions related to Conscious Leadership.
• In-person and remote participation
Developing Our Internal
Enneagram Faculty Group
Building Capacity
to Meet Demand
Developing Our Internal
Enneagram Faculty Group
• 27 Individuals – Recruited based on core
selection criteria
– Highly diverse group
• Customized Train-the-Trainer Experience – Introduction to the Enneagram
– Facilitated Typing Process
– Business Applications including, communications, feedback, conflict, and teams
• Pay-it-Forward Commitment – All faculty will facilitate 3-5
programs per year;
– OD Consultants - significantly more activity
Building Capacity
to Meet Demand
Impact on
Leadership
Culture
Employee Opinion
Survey
One Measure of Organizational
Culture and Workforce
Commitment
16
63
99
91
72
85 81 92
73
57
79 80 81
79 78
90
90 93
10
20
30
40
50
60
70
80
90
100
2007 2008 2009 2010 2011 2012 2013 2014 2015
Commitment Index National (Percentile) Survey Response Rate (Percentage)
Results – One Indicator
Annual Employee Opinion Survey 2006/07
Baseline Survey
Other Research
• Early stages of a multi-
year study
• Initial Findings
– Relationship between
conscious leadership and
other validated
assessments of emotional
intelligence (Political Skill)
– VERY preliminary
associations with higher
employee engagement
• Enneagram Impact
– To be incorporated into
future research.
Research Collaboration with Department of Psychology –
Industrial Organizational Psychology College of Business and
Behavioral Sciences
A Common Theme
for Our Leaders
52
• What do I notice
about myself?
• What can I learn
about myself?
• Is there an
opportunity for me
to grow?
Focus on Self-Awareness
Resources and
References
Conscious Leadership
Core Concepts
Conscious Leadership
Reference Cards
• Four Ways of Being in the World
• Pseudo vs. Authentic Teams
• Above and Below the Line
• Victim-Villain-Hero
• Creator-Challenger-Coach
• Presence
• 15 Commitments of Conscious
Leaders
Five Good Reads
• What Type of Leader are You? Using the Enneagram System to Identify and Grow Your Leadership Strengths and Achieve Maximum Success, Ginger Lapid-Bogda, PhD
• The 15 Commitments of Conscious Leadership – A New Paradigm for Sustainable Success, Jim Dethmer, Dianna Chapman, Kaley Klemp
• The Power of TED* *The Empowerment Dynamic, David Emeralds
• QBQ! The Question Behind the Question, John G. Miller
• Focus: The Hidden Driver of Excellence, Daniel Goleman
One More Resource
Thank You
Questions/Discussion
Parting Thoughts
What’s your leadership legacy?
Laid
Change Culture
Lasting For… Foundations
What six words describe
the leadership legacy
you want to leave?
Thank You
Questions/Discussion
