Enneagram type 5 — the investigator

observer, thinker, sage

thinkers, who tend to withdraw and observe; people of this personality type essentially fear that they don't have enough inner strength to face life, so they tend to withdraw, to retreat into the safety and security of the mind where they can mentally prepare for their emergence into the world. type fives feel comfortable and at home in the realm of thought.

they are generally intelligent, well-read, and thoughtful and they often become experts in the areas that capture their interest. while they are sometimes scientifically oriented, especially with the type six wing, just as many type fives are drawn to the humanities and it is not at all uncommon for type fives to have artistic inclinations. type fives are often a bit eccentric; they feel little need to alter their beliefs to accommodate majority opinion, and they refuse to compromise their freedom to think just as they please. the problem for type fives is that while they are comfortable in the realm of thought, they are often a good deal less comfortable when it comes to dealing with their emotions, the demands of a relationship, or the need to find a place for themselves in the world.

type fives tend to be shy, nonintrusive, independent, and reluctant to ask for the help that others might well be happy to extend to them. they are sensitive and don't feel adequately defended against the world. to compensate for their sensitivity, type fives sometimes adopt an attitude of careless indifference or intellectual arrogance, which has the unfortunate consequence of creating distance between themselves and others. trying to bridge the distance can be difficult for type fives, as they are seldom comfortable with their social skills, but when they do manage it, they are often devoted friends and life-long companions.

type fives are usually somewhat restrained when it comes to emotional expression, but they often have stronger feelings than they let on. few people know what is going on beneath the surface, as type fives have an often-exaggerated need for privacy and deep-seated fear of intrusion. because of their sensitivity and their fears of inadequacy, type fives fear being overwhelmed, either by the demands of others or by the strength of their own emotions. they sometimes deal with this by developing a minimalistic lifestyle in which they make few demands on others in exchange for few demands being made on them. other type fives make their peace with the messiness of life and engage it more fully, but they almost always retain their fears that life is somehow going to demand more of them than they can deliver.

basic propsition — you can assure survival and gain protection from intrusion and insufficient resources through privacy, self-sufficiency, limiting desires, and acquiring knowledge.

strengths — scholarly, perceptive, thoughtful, self-reliant, dependable, respectful, and calm in crisis.

challenges — detached, isolated, overly intellectual, withholding, hoarding.

defense mechanism — isolation — can be physical withdrawal from others, but also means staying in the head and withdrawing from one’s emotions:

type fives use isolation to avoid experiencing inner emptiness and to maintain a self-image of being knowledgeable. gathering information becomes a way to create safety and self-worth, yet overemphasizing the intellect prevents type fives from connecting with the life force in their bodies and the support available in relationship with others.

type 5 self-mastery indicators

	what it means	what it looks like in type 5
low self-mastery	primarily reactive low productivity behavior low personality integration deep identification with beliefs	the fearful strategist frightened, withdrawn, isolated, hostile, and haunted • believe others are planning to harm them and so plot how to harm them first • secretive and implosive, removing themselves from interaction • limited access to their own feelings • overactive minds that seem out of control, even to them.
moderate self-mastery	responds mainly from habit some personality integration more flexible to change	the remote expert intellectually curious, objective, calm, and analytical • private, guarding their time, energy, and personal information • dislike surprises • avoid being the center of attention • detached from feelings but able to reconnect later when alone and comfortable • hunger for knowledge • keep needs minimal • guarded and controlled, although highly spontaneous with people they trust.
high self-mastery	aware of inner experience responds productively, flexibly high personality integration self-acceptance	the integrated wizard able to experience their feelings in the present • engage in life rather than merely observing • lively, spontaneous, joyful, and imaginative • wisdom comes from integration of the head, heart, and body, as they have moved beyond a merely cerebral existence into enthusiasm for ideas, feelings, and experiences.

awareness practice

observe your habit of mind or focus of attention — accumulating knowledge, potential intrusions from others’ agendas, needs and feelings — with as little judgment as possible. ask yourself the following questions, while noticing your feelings and how your body responds:

in what ways do i react when i feel intruded upon?
how do i maintain a sense of safety by erecting boundaries and limiting contact with others?
how do i avoid emotions and stay in my head?
when do i fall into analysis paralysis?
how do i minimize my wants and desires?
how am i withholding or stingy?

type 5 in business

the perceptive, provocative type. curious, innovative, secretive, and eccentric. type fives are tireless learners and experimenters, especially in specialized matters. they understand in detail, spend time on research, and follow their curiosity where it leads. they are analytical and preoccupied with discovery, not paying attention to project time constraints and relationships. they can deteriorate into arrogance and non-communication, intellectual bickering, and one-upmanship. at their best, type fives are visionary pioneers, bringing profound depth to work.

what they look for	curiosity, intensity, involvement, and non-intrusiveness
what gets in the way	insisting on personal space and non-interference; manipulating by staying preoccupied with ideas and projects and by detaching emotionally.
leadership paradigm	effective organization is created through research, deliberation, and planning, so that systems work together and based on a common vision.
natural qualities as leader	strong in business planning and operational execution, the type five knows exactly where his or her organization is heading. there is little risk. deep listening to respected people and particularly those that are in senior positions. through careful research, thorough planning and gaining understanding of the systems of the organization, the type five will fully embrace new ideas and clearly communicate those ideas to the rest of the organization. they are adept at allocating and managing organizational resources. once the type five has decided on a direction, they will fully support it and stand firm in the face of opposition. they are respected for their fortitude and intelligence, trusted, and acknowledged for the way in which they handle themselves, particularly in a crisis. they also tend to have a wry sense of humour.
areas for development	it is typically difficult for employees to read the type five’s responses — because of their unanimated body language and brevity of speech, others often wonder what they are thinking. their task-centered strength is countered by a reticence to show emotions and this may impede functioning when emotional issues arise. the type five is very likely to keep objective and approach all matters in a task-oriented way. often talented, they keep their abilities to themselves. they may be perceptive and probably well read, but most people will not know this. in this way they cannot fully leverage their personal capabilities in the organization and employees are not able to rely on them as resources.

focal points for self-awareness and leadership

ultimate development goal	realizing that there is a natural and sufficient supply of what is needed to support and sustain life, and that staying engaged in life will not deplete resources and energy
what hinders growth	minimizing needs and detaching from flow of life missing opportunities to do things with others isolating self from own feelings and connection with others not recognizing fear or anger in self reluctance to discuss and reveal personal matters. excessive analysis.
furthering growth	take up body-based activities to learn to ground yourself. join a group which encourages self-disclosure. allow yourself to feel physical sensations and emotions when they are happening. recognize, experience, and recall feelings of well-being, realizing that not all feelings are painful. become aware of the difference between detachment (watching yourself) and non-attachment (nobody watching). notice how the mind detaches from feelings and puts things into categories, how secrecy and superiority create separation. cultivate here-and-now behaviour, particularly in terms of allowing yourself luxuries. be generous, as if there is more than enough to go around. notice when you control space/time/energy and manipulate others through controlling what you will give. allow the control to drop and be more spontaneous. notice how your withdrawal actually makes the other more curious and learn to stand your ground and make your boundary visible or known. learn to let yourself be seen — not just who you are, but what you do. take action, realizing that you have enough resources to deal with the situation.
specific leadership development	focus on team interdependence — pay attention to helping your team optimize their handoffs to one another and increase their coordination, rather than focusing on how to optimize the competence and autonomy of each individual. pay more attention to politics — know the political players and learn how to influence them in productive ways, rather than dismissing, ignoring, or not paying enough attention to these social relationships. stop strategizing and start acting — thinking is not the same as doing and strategizing is not the same as taking action. err on the side of action, and if you’re not sure what to do, seek the counsel of others whom you respect, but move to action quickly.

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