Enneagram type 6 — the loyalist

devil’s advocate, sceptic, guardian, rebel

conflicted between trust and distrust, type sixes essentially feel insecure, as though there is nothing quite steady enough to hold onto. at the core of the type six personality is a kind of fear or anxiety. this anxiety has a very deep source and can manifest in a variety of different styles, making type sixes somewhat difficult to describe and type.

what all type sixes have in common however, is the fear rooted at the center of their personality, which manifests in worrying, and restless imaginings of everything that might go wrong. this tendency makes type sixes gifted at trouble shooting, but also robs the type six of much needed peace of mind and tends to deprive the personality of spontaneity. the essential anxiety at the core of the type six fixation tends to permeate the personality with a sort of "defensive suspiciousness". type sixes don't trust easily, often ambivalent about others until the person has absolutely proven herself, at which point they are likely to respond with steadfast loyalty. the loyalty of the type six is something of a two-edged sword however, as type sixes are sometimes prone to stand by a friend, partner, job or cause even long after it is time to move on.

type sixes are generally looking for something or someone to believe in. this, combined with their general suspiciousness, gives rise to a complicated relationship to authority. the side of the type six which is looking for something to believe in, is often very susceptible to the temptation to turn authority over to an external source, whether it be in the form of an individual or a creed. but the type six's tendency towards distrust and suspicion works against any sort of faith in authority. thus, two opposite pulls exist side by side in the personality of a type six, and assume different proportions in different individuals, sometimes alternating within the same individual.

the truly confounding element when it comes to typing the type sixes is that there are two fundamentally different strategies that type sixes adopt for dealing with fear. some type sixes are basically phobic. phobic type sixes are generally compliant, affiliative, and cooperative. other type sixes adopt the opposite strategy of dealing with fear, and become counterphobic, essentially taking a defiant stand against whatever they find threatening. this is the type six who takes on authority or who adopts a daredevil attitude towards physical danger. counterphobic type sixes can be aggressive and, rather than looking for authorities, can adopt a rebellious or anti-authoritarian demeanor. counterphobic type sixes are often unaware of the fear that motivates their actions. in fact, type sixes in general tend to be blind to the extent of their own anxiety — because it is the constant backdrop to all their emotions, type sixes are frequently unaware of its existence, as they have nothing with which to contrast it.

basic propsition — you can assure life and certainty by avoiding harm (the phobic stance) or facing it (the counter-phobic stance) through vigilance, questioning, and either battling or escaping perceived hazards.

strengths — perceptive, sensitive, loyal, warm, witty, courageous, and strategic thinking.

challenges — anxious, hypervigilant, pessimistic, contrary, overactive imagination.

defense mechanism — projection — attributing inner concerns and fears to others and external situations.

type sixes use projection to avoid personal rejection and maintain a self-image of being loyal. to assure safety and justify loyalty, they project positive feelings onto a relationship or an external authority figure. to explain internal feelings of fear and distrust, sixes project negative feelings onto others, and then look for evidence to support these projections.

type 6 self-mastery indicators

what it means what it looks like in type 6
low
self-mastery
  • primarily reactive
  • low productivity behavior
  • low personality integration
  • deep identification with beliefs
the coward

extremely anxious and frenzied, trying to make their frightening worlds less dangerous • continually think up worst-case scenarios • project, imagining negative outcomes and motivations in others and believing that their scenarios are completely true • paranoid, clingingly dependent, panicky, and punitive • looking for solace and rejecting anyone with an alternative worldview or contrary opinion.
moderate
self-mastery
  • responds mainly from habit
  • some personality integration
  • more flexible to change
the loyalist

perceptive, clever, overly busy, endearing, and approval-seeking • anti-authority, wavering, short-tempered, and reactive • alternate between trust and distrust • plagued by doubts and confusion • seek safety in cohesive groups, and also fear groups unless they are like-minded • loyal to those they trust, but trust broken if others do not meet expectations.
high
self-mastery
  • aware of inner experience
  • responds productively, flexibly
  • high personality integration
  • self-acceptance
the courageous one

intellectual and insightful • trust own inner authority rather than looking to others for safety • confident, calm, and resilient, and connect with others in deep, steady, and warm-hearted ways • clear and courageous, and know there is little from which they truly need protection.

awareness practice

observe your habit of mind or focus of attention — what could go “wrong,” worst-case scenarios and how to prevent them — with as little judgment as possible. ask yourself the following questions, while noticing your feelings and how your body responds:

type 6 in business

the engaging, loyal type. likable, responsible, anxious, and suspicious. type sixes are diligent and reliable workers. they build alliances and partnerships that help orient their co-workers and get things done. they are able to assess the motivations and relative merits of others and scan the business environment for potential problems. they dislike taking risks and want consensus and predictability. they can be indecisive and have difficulty taking responsibility or action without group authority and can deteriorate into evasiveness and blaming others. at their best, type sixes are self-reliant, independent, and courageous, often calling a group back to its root values.

what they look for

commitment, dependability, shared values, and solidity

what gets in the way

self-doubt and reactivity; vacillating between need for closeness and distance; manipulating by complaining and by testing others' commitment to them.

leadership paradigm

solution oriented, the emphasis is on organizational growth where each person feels that he or she is part of the solution.

natural qualities as leader

known for their follow-through, attention to detail, commitment and advocacy, the type six stays abreast of latest developments in their field. they can process information so quickly that others may still be thinking of the problem when they have already seen the solution. this also makes them agile communicators. employees are often aware of the type six fostering loyalty amongst those whom they work with. they tend to be intelligent, focused, sincere, dependable, and conscientious and willing to assist anyone. they also have a wonderful and spontaneous sense of humor.

areas for development

with their quick minds, type six leaders may be difficult to work with. when they disagree with others, they tend to ask questions so rapidly that the other may not be able to finish their sentences; or bring an opposite view to the one that was just expressed, without leaving enough time to process. they may be more collaborative with people they experience as like-minded. as much as they may inspire support, they may also be perceived as demanding support.

focal points for self-awareness and leadership

ultimate development goal

  • realizing that having faith in ourselves and one another is natural and that we can embrace life without doubt and mistrust

what hinders growth

  • doubt and ambivalence
  • wanting too much certainty
  • being overly controlling or overprotective
  • disbelief in own capacity and decision
  • letting worst-case scenarios dominate thinking.

furthering growth

  • take up body-based activities to learn to bring awareness into your body.
  • notice physical tension and being braced to face the worst. learn to relax.
  • balance intellectual growth with physical growth methods.
  • notice paranoid thoughts and projections and try to see what is behind them.
  • accept that some uncertainty and insecurity are a natural part of life.
  • recognize that staying busy is a way to reduce awareness of anxiety.
  • recognize that both fight and flight are reactions to fear.
  • learn to differentiate between intuition and projection. ask friends for a reality check in terms of your assumptions.
  • take time to remember and enjoy past successes and skills.
  • notice how doubt shuts out relationships and practice trusting and having faith.
  • notice when you give your power away and practice becoming your own authority.
  • notice when you question authority rather than looking for points of agreement.
  • practice making choices and acting upon them.
  • learn to notice and trust your gut reactions.
  • use your imagination to create scenarios to the improbable limit so you can defuse and laugh at them.
  • move ahead with positive action in spite of the presence of fear.
  • counter-phobic type sixes: before going into action, ask yourself if it is appropriate, and whether you have anything to prove.

specific leadership development

  • deal with your authority issues — take a serious look at your history with bosses and authority figures, particularly in those cases where your reactivity to authority may have either hurt your career or those with whom you work. try to learn from past experience.
  • learn to manage your anxiety — manage your anxiety by learning its early warning signs and then de-escalating (walking, talking or whatever works for you), rather than fueling it with worst-case scenarios. remember that fretting is not problem solving.
  • cultivate worthy adversaries — cultivate adversaries from the ranks of peers and subordinates with the same fervor that you use to cultivate loyalty. these individuals are likely to push your growth and development as a leader.

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