I meet the need of companies and organisations through tailor-made training plans and a “modular” training plan composed of thematic modules, team building and individual and group counseling. The aim is to improve the business climate and productivity, to attain greater professional flexibility and greater relational and decision-making capacity.
Individual transformation is the basis of any positive change in any relationship and interaction, including in the workplace, business and organisations. For this reason, it is necessary that training support individuals towards greater self-knowledge, to understand their own attitude and stances in the system in which they operate, and at the same time help to recognise the differences as a resource.
Generally, organisations invest in training and personal growth when they realise the importance of the so-called soft skills, the transversal abilities that are important in working life as or more than the technical and professional ones acquired through experience (hard skills).
Their importance becomes very clear in particular when the work environment is full of tensions, when a change in the organisational structure is necessary, in generational transitions or on the occasion of quick openings of new markets.
The Enneagram invites to reflect on our experience and offers the opportunity both to recognise skills and resources and to understand and transform difficulties in communication, in the attitude to teamwork, in the management of tension and conflict, in the ability to adapt, in receiving and giving feedback and in the ability to relate in general that characterises soft skills. It offers a valuable tool for understanding the dynamics of interaction, belonging, motivation and of the difficulties to manage and quality to be enhanced – individually and for the team – in line with current needs and objectives.
The Enneagram is applicable both to individuals and groups and systems.
Organisations develop patterns, automatic beliefs and common assumptions that create a climate and a shared vision. As well as people, organisations have strengths and areas for improvement.
What has value in an organisation/company/team? What are the real goals? What happens in the team when someone fails? Which is the favourite strategy in decision-making?
- Type One organizations have strong rules and operational control to maintain high quality.
- Type Two organisations are people-oriented and are attentive in satisfying the emotional needs of employees and customers.
- Type Three organisations work in fast track through very effective marketing, sales and production based on the image.
- Type Four organisations offer original products and services that show elegance, good taste and panache.
- Type Five organisations are attentive to the detailed management of information and ideas.
- Type Six organisations focus on and dodge threats of competition through more information and employee loyalty.
- Type Seven organisations generate many ingenious ideas through a multi-disciplinary network in order to survive in a continuously changing market.
- Type Eight organisations prevail by exerting power and control, barging in and establishing criteria in a disorderly market.
- Type Nine organisations manage the overlying amount of stimuli with patience and balance through routine, in predictable, orderly and reliable ways.