Enneagram type 1 — the reformer

perfectionist, judge, crusader, critic

perfectionistic, responsible, and fixated on improvement, type ones are looking to make things better, as they think nothing is ever quite good enough. this makes them perfectionists who desire to reform and improve; idealists who strive to make order out of omnipresent chaos.

type ones have a fine eye for detail. they are aware of the flaws in themselves, others, and the situations in which they find themselves. this triggers their need to improve, which can be beneficial for all concerned, but can also prove to be burdensome to both the type one and those who are on the receiving end of the type one’s reform efforts. 

the type one’s inability to achieve the perfection they desire feeds their feelings of guilt for having fallen short and fuels their incipient anger against an imperfect world. type ones, however, tend to feel guilty about their anger. anger is a “bad” emotion, and type ones strive sincerely and wholeheartedly to be “good”. anger is therefore vigorously repressed from consciousness, bursting forth in occasional fits of temper, but usually manifesting in one of its many less obvious permutations — impatience, frustration, irritation, annoyance, and judgmental criticism. for this reason, type ones can be difficult to live with, but on the bright side, they tend to be loyal, responsible, and capable partners and friends.

type ones are serious people — they tend to be highly principled, competent, and uncompromising. they experience a strong inner critic, which in its idealism keeps wanting to improve. they follow the rules and expect others to do so as well. because they believe so thoroughly in their convictions, they are often excellent leaders who inspire those who follow them with their own vision of excellence. reform movements are often spearheaded by type ones. 

type ones are often driven and ambitious, and sometimes workaholics. but whatever their professional involvement, they are active, practical people who get things done. they are natural born organizers, list makers who finish everything on the list, the last one to leave the office, the first one to return, industrious, reliable, honest, and dutiful. 

the relentlessness of their pursuit of an ideal can make type ones anxious people who have a hard time relaxing and who unnecessarily deny themselves many of the pleasures of life. they tend to be emotionally repressed and uncomfortable with expressing tender feelings; and generally, see emotionality as a lack of control. they are therefore seldom spontaneous, though they have multiple interests and talents, are self-reliant, and seldom run out of things to do.

type ones are often intelligent and independent and have a strong action orientation. they tend to worry and are prone to anxiety. eventually, their relentless pursuit of perfection can lead to depression.

basic propsition — must be good and right to be worthy.

strengths — honest, responsible, conscientious, hard-working, dependable, practical, and self-reliant.

challenges — resentful, rigid, judgmental, non-adaptable, overly critical. 

defense mechanism — reaction formation — feeling one thing and expressing the opposite.

type ones use reaction formation to avoid direct anger and to control their emotions and instincts. this helps them maintain a self-image of being right or good. the relentless demand of the inner critic to be “good” often replaces personal needs and shuts down feelings.

type 1 self-mastery indicators

what it means what it looks like in type 1
low
self-mastery
  • primarily reactive
  • low productivity behavior
  • low personality integration
  • deep identification with beliefs
 the judge

intolerant, tightly wound, inflexible, volatile, unstable, punishing, overly critical, and unforgiving • strong reactivity aimed at others, at themselves, or both • forceful, instantaneous negative reactions provoked by even minor infractions.
moderate
self-mastery
  • responds mainly from habit
  • some personality integration
  • more flexible to change
 the teacher

judgmental, opinionated, reactive, highly organized, methodical • witty and wry • easily irritated, and resentful • mistakes made by self or others create immediate negative responses • critical thoughts and feelings conveyed through words and body language • may overlook dysfunctional behavior in individuals who display excellence.
high
self-mastery
  • aware of inner experience
  • responds productively, flexibly
  • high personality integration
  • self-acceptance
 the serene accepter

understand and diminish the influence of inner critic • focused, discerning, dignified, patient, and accepting that everything is perfect as it is • make deliberate choices about responses • light-hearted, fun-loving, and spontaneously humorous.

awareness practice

observe your habit of mind or focus of attention — observing what is “right” or “wrong” — with as little judgment as possible. ask yourself the following questions, while noticing your feelings and how your body responds:

type 1 in business

the rational, orderly type. principled, purposeful, self- controlled, and perfectionistic. concerned with maintaining quality and high standards. they focus on details and like to improve and streamline procedures. they are often good at coaching others on how to improve themselves, be more efficient, and do things correctly. well-organized and orderly, they can also be overly critical of themselves and others. they dislike waste and sloppiness, and can deteriorate into micromanagement and demoralizing criticism.

what they look for

shared purpose and values, equality, fairness, and integrity

what gets in the way

insisting on being right at the expense of their connection with the other; manipulating by correcting others and by playing on their sense of guilt and inadequacy.

leadership paradigm

diligent setting of clear goals and inspiring others to achieve the highest quality

natural qualities as leader

impeccable in work and conduct, the type one leader is easily respected by others. they can work long hours. others may seek their advice, which typically will be sensible, intelligent, and strategic. they show integrity, bringing credibility to their organization, and are often sought after as mentors for both professional and personal lives. they strive to improve and encourage others to do the same. naturally intuitive, they perceive people accurately, and seldom make disparaging remarks about others.

areas for development

their drive sometimes leads to burnout and physical problems and they may need to change their lifestyles to sustain vitality. their diligence can make them indispensable and may lead to leadership not developing beneath them. it may be hard for them to listen to opinions contrary to their own view and to listen they may need the other to be concise and coherent. this may make others feel incompetent and not having a voice. for all their strength, their approach tends to be conservative, and although this may lead to stability, it may miss more creative business opportunities.

focal points for self-awareness and leadership

ultimate development goal

  • realizing that we are all good as we are, that our worth and well-being are inherent and not dependent on “wrong” or “right”

what hinders growth

  • internal critic not accepting improvement as good or fast enough
  • worry about getting it right leading to procrastination or too much attention to detail
  • too much trying and too little relaxation.

furthering growth

  • find a therapist or friend to help you depersonalize issues for which you are blaming yourself or others.
  • join a therapeutic group that encourages direct expression of emotions in a safe environment.
  • notice your thinking in terms of either/or, right/wrong, and try to see more sides to the story. realize that “right” and “wrong” may only be points of view or individual differences.
  • start appreciating that differences are not faults.
  • notice your silence and control as signals indicating anger. try to clarify the anger.
  • when angry or irritated, see whether there is something which you do not allow yourself, or if a displacement is taking place.
  • think about your real priorities.
  • put play and pleasure in your “to do,” list until you can allow them for their own sake.
  • learn to notice and question rigid rules and internal strictness.
  • ask people how you come across: if you are surprised at their response, ask yourself whether you may be suppressing certain feelings.
  • explore who you are as a whole person, rather than just your thoughts on what is right or wrong. recognize resentment as a clue to suppressed wants or needs.

specific leadership development

  • replace being right with being effective — every time you feel deeply critical of a situation or person, or when you have a strong opinion, or believe that there is only one way to do something right, challenge yourself with this question: would i rather be right or effective?
  • delegate more — make a point of delegating, and when you do: delegate the whole task and not only a part. initiate a discussion of the goals, time frames, deliverables, and process. check in periodically and do so with plenty of positive guidance and reinforcement.
  • have more fun at work — find ways of making your work more fun. bring some stuff from home that makes your space more homely (for instance a photograph of someone you love) or bring your favourite tea and let everyone share in it. show your humour at work so others may also see your lighter side. pass around articles that you feel will be beneficial and fun to your team.

adapted from different sources including Ginger Lapid-Bogda, Don Riso & Russ Hudson