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Welcome back to another episode here on the Enneagram at Work Podcast. I am your host, Sarah Wallace, founder and managing director here at Enneagram MBA. We are in the middle of our overview by type at work series. So we have covered types one through five. Today we are going to be doing the overview for type six, striving to feel secure and specifically how does that show up? What does that look like in the workplace? Depending on when you're listening to this, I'm recording this just a few weeks before the end of the year. So if you happen to be listening to it as we release it, or maybe next year around the same time, I am going to be doing something to close out the year, some things to think about how to use what you're learning about yourself, about your coworker, about the Enneagram into the next year. I've had a couple of calls, uh, post-workshop calls. We usually do a debrief after our workshops. And there's been a handful of clients who are looking at, okay, that was a really great workshop. We had a lot of fun. People had some great insights. I had some great insights. Now what? And so we'll do an episode probably after this one about some things to think about for the next year, how to use it to close out the year. Um, but until then, this is a really great time to be thinking. And and really you can do it anytime, be thinking about, okay, even if we just did a workshop, um, one single workshop, even if it was just a half a day workshop or two-hour workshop, whatever it might be, um, sitting down with either your leadership team, um, putting together maybe your own internal Enneagram champion team, or identify a single person and sitting down with them, depending on the size of your team or department, and be thinking about okay, what are the specific areas in our business, in our group, where we can find ways to naturally, ideally, as much as possible, put in this information, this insight. And I had a group uh the other day, actually, the last two groups, we've talked about using it in their um performance reviews. Thinking about, okay, as we plan for the next year, how am I going to use my strengths that were identified in my top type that I that I most resonate with? Um, how can I lean more into those in my specific role? And then what are some of the ways that maybe I overuse my types strengths? And what are some ways that I might be able to better navigate those or grow through those going into the new year? So some something as simple as adding a line or two in your performance reviews or a line or two in your performance review discussions. Um, I do like having it be something that the team member could write. So they have some time to think. Maybe they look back at their Enneagram notes, um, some time to reflect on that. So just kind of it's it's top of mind as we close out the year, things like that. Um, I'll be bringing you, like I said, I think we'll do so, I think we'll do a special episode on it coming up uh as we close out the year. But today is all about our type six. So that is what we are gonna focus on today: striving to feel secure. How does this type show up at work? Um, the core driver here is that feeling need to feel secure. It's kind of that core logic that influences the thinking, that influences the behavior. And so while there are some maybe similar tendencies in behaviors of a type six, I would say in this type specifically, probably has the widest range of the expression of the the type. Um, there's in some Enneagram frameworks you'll you'll hear that there's a specific type called the um counterphobic six and then the phobic six. And we'll talk about those when we get to the instinctual biases because when you overlay those, you you get similar um you you get that similar representation. And I think it's a little easier to understand. And I like the way that the awareness to action framework talks about that. So the type six can be a little tricky to identify because sometimes sixes might identify am I a six or am I an eight? Am I a six or am I a four? Am I a six or on the other end, am I a one? Am I a six or am I a two? Am I a six or am I a nine? Um, there are several different kind of type matchups that I see regularly where people get confused about. So hopefully this gives you some insight one way or the other. Some common names for the type six, sometimes you'll hear them called the questioner, uh, the skeptic, the devil's advocate. Um, our awareness to action framework that we use the majority of the time, their leadership style, um, they have named the type six as the guardian. And we'll talk a little bit more about that. And I think you'll see why that is true as we go through this. Um, like every single type, we need this energy, whether it is an actual person who identifies most as a type six, and we'll bring in these strengths to the table, or just as a group, you want to intentionally think about and bring into the team things like risk awareness, um, identifying threats, um, being prepared, having a plan B or C or D, following through. Um, yes, you know, everybody likes to get excited about a new idea, but these are the people who are going to also ask the hard questions, not to be a Debbie Downer, uh, not to be negative, but because they really care about the the safety for themselves and the safety and security of their team, of the organization. Um, type sixes are not fearful. I think they get a reputation for being maybe scared or anxious, but really they can be very brave because they have to ask those hard questions when everybody else is just ready to jump in and to action. Um, they tend to be really vigilant, very responsible, and really safety-oriented. And again, not just for themselves, but because they really do care deeply about their people. And then in this case, they're people on their team. They care about the organization. And so even though sometimes those questions might seem like on the receiving end that they're questioning your authority, um, that they're slowing the process down, that they um are being difficult. Most sixes would say, oh no, it's simply because I care and I want to make sure that we've thought this through before we jump. I talk a lot about our threes, our sevens, our eights, um, maybe sometimes our ones, depending on the instinctual bias overlap there, um, are more of a like, let's just jump into accent action leap and the net will appear. Our sixes tend to think, wait a minute, do we know that there's even a possibility that there's going to be a net at the bottom? Like it what's the probability that there's gonna be a net? Love that energy, but what what's our risk here? Um, and then to mitigate that risk, why don't we pack a parachute? Let's plan on, let's plan on packing one of those. And that is so important on a team and an organization. So you're not just impulsively um jumping into things where you're gonna regret it later. It's gonna cause all this havoc, you're gonna end up in the red, you're gonna end up making irreversible mistakes. Now it there is a healthy balance, right? Between being, you know, risk management versus action forward, forward momentum, maybe um taking risks uh to you know, big risks, you know, big, big payouts sometimes. So there is that balance, but there needs to be at least the thought with with some of the strengths that the the six brings. Um, they do really love certainty as much as possible. Um you know, just not knowing. And sometimes that's the reasoning behind those questions. Again, it's not because oh, because I necessarily have an opinion on if it's the right move or not, but I'm asking so that I can fill in those gaps because otherwise I'm filling in those gaps myself with kind of worst case scenario. And that uncertainty can make me feel really um unclear, unstable. I can get a little anxious. And I think most of us as humans like a little bit of that certainty, some more so than others need more than others. Um, so there's that they they want to be able to trust their coworkers. And this is, I think, sometimes where that eight type A energy um overlaps is again, they don't necessarily want you to, you know, be brutally honest and you know, hurt their feelings and say something that they're gonna think about for the rest of their life that very well may be true. Um, but they also are okay with reality, whatever that is, whatever that feedback is, as long as kind of the tone, the delivery, you're you're managing that, you're thinking about how your words might land, um, they're gonna appreciate that that honesty. They're gonna be able to trust you more because it they're you're not sugarcoating the truth, you're not putting rose-colored glasses on, you're giving it to them straight. And although they may not love whatever it is you're saying in that moment, they are going to feel like you're somebody that they can trust, they can feel a little bit more certain with, and that is going to help satisfy that feeling need for safety and security because I understand where you're coming from. Um we'll talk about our type sevens later next time. Um, there'll be the next one in here. But the sevens have a tendency to think what might go right? What are the possibilities? And a six has a tendency to default to what could go wrong. Um uh what are do we have a plan? What is the plan? Who's got my back? Can the people on my team be tr be trusted? So there tends to be kind of two schools of thoughts when we approach our relationships with people, uh, maybe our manager, our teammates, and it's I'll trust you until you give me a reason not to. That that is uh not all the time, but that that tends to be how our sevens, our nines, our twos, um, maybe our threes might show up. Our type sixes are going to have a more skeptical approach and think, I'll trust you once you give me a reason to trust you. My default is not to trust you up first. So they're thinking, who can I trust? Who's got my back? Um, and then that that feeling of security comes from their support system, those alliances that they build by understanding and knowing and trusting who does have their back, um, by shared responsibility and through being prepared. Always uh when we have we have type-specific coffee mugs, and the type um saying for the type six is planning for the worst, or no, let's see, prepared for the worst, but planning for the best. And so there's constant, constant planning, hoping for the best, though. Um, they are very dependable, committed, um, they're excellent troubleshooters, great contingency planners, um, you know, as as much of a reputation as they do get for being anxious and maybe fearful, as we mentioned before. Um, many sixes will say, you know, yes, until the crisis actually hits, and then I know that I'm ready for it. I know that I got, you know, backup batteries, uh, you know, as simple as that, or I know that, okay, we can shift, we can pivot to plan B or C because I've already thought through this worst-case scenario and I know exactly what I do. So they can actually be incredibly um powerful and the the person that people look to in a time of chaos because of that ability to plan ahead, be ready to troubleshoot. They are really great team players. Um, they are deeply invested and care about the group's success, not just their own. Um, and um I mentioned they can be very courageous under pressure because they have a plan. Now, sometimes when they overuse their strengths, they can overthink a little bit. That ability to think ahead and plan and what if, worst case scenario, am I ready, can lead to overthinking and it might be kind of paralysis analysis. Um, that overthinking can lead to catastrophizing. We'll joke sometimes that do not, and I don't think anybody loves this, but especially sixes will say, you know, if you say, Hey, um, swing by my office after lunch today, I want to talk to you about something. Sixes might start, you know, will laugh and say they might start packing up their desk and think, okay, well, I'm getting fired, so I might as well get ready for it. Okay, yep, I'm getting ready to get the boot. And it turns out, oh, they actually, it's something very low-key, or they, you know, your boss is actually telling you something great that you did. But sixes have a tendency to catastrophize. Um, they might second guess themselves. Um, they tend to have very strong opinions about sometimes right or wrong, um, what is going to um be the best path for the team. Sometimes they do have very strong opinions because they see, hey, we didn't think this through. We don't have the budget, we don't have the resources. This is actually a bad decision. And many times they're okay with speaking up about it. Now, where that doubt comes in though is about themselves. They have um an inner committee we'll talk about sometimes. And it's not necessarily negative, it's just a lot of voices. So we could do this, or I could do this, or I could do this, or I could do this. And it becomes kind of overwhelming paralysis analysis. It's like, oh my gosh, there's so many voices, so many options. I don't know, I don't know what's the right quote unquote right one, what's the best thing to do. Um, let's see, what else? Overused drinks. Um, and then, you know, sometimes that healthy dose of questioning, clarifying, helping people see the potential risks before they do jump can become very pessimistic, can become very skeptical and feel kind of negative. And they're never on board. They're spending so much time thinking about what might go wrong that they have a really hard time of also spending time thinking about what might go right. Um, and so you're never gonna be able to stop thinking what might go wrong. So, so go ahead and do that, but then also make sure you're contributing to the conversation and yourself looking for, okay, what could go right? What's best case scenario? What's the likely scenario? And of course, you're gonna think what's the worst case scenario. Um, and then sometimes they do have an interesting relationship with authority. They're very sensitive to power dynamics. And again, can this person be trusted? This person is in charge of my livelihood, potentially as my manager. Um, can they be trusted? If not, I'm gonna have, you know, be a little skeptical. I might be a little standoff, I might have a lot of questions. Um, and I might push back. Um, and that could cause some tension in that relationship with the manager or potentially with another, with another coworker. Um, how type six will show up at work, kind of their go-to work style. We've talked about they really value clarity and certainty, um, structure as much as possible, predictability as much as possible. Um our back-end uh workshop coordinator uh is a type six. And I've said to her, like I I started kind of managing her and that that workflow, like I would want to be managed. And so I prefer very hands-off. Here's the end goal. However, you get there, great. I don't, you know, I don't care. Just here's the goal. And I I had said to her a while back, I said, um, here's what needs to happen. However, you want to do it is best. Like whatever you think is best, I'm good with. And she said, Oh no, oh no. Um, I'm nervous, I don't like that. Uh, can you just tell me exactly what to do? And so again, uh if you're leading a type six, there's going to be a balance of supporting them in the way that they need to be supported and led, and also potentially um giving them opportunities to grow and step out of that comfort zone. Um, they tend to ask really thoughtful questions, uh, although sometimes it might be misunderstood as negative or skepticism. They work really well when the expectations are clear and the roles are clear. Again, they may not agree with everything, but that clarity, that predictability is going to be really important to them. And then they may look for some reassurance, especially in times of change. How am I doing? Am I doing okay? Am I gonna, am I, am I gonna get fired? Am I an asset? Uh, you know, how just let me know how I'm doing because otherwise, again, I'm gonna feel fill in the gaps with my own story, probably worst-case scenario. So, as much communication, details, information that you can give your type six teammate, um, the more supported, seen, less stressed they're going to be. Um, like any type, they can also make really great leaders. Their leadership style, again, is known as the guardian. They're very protective of the team, of the organization, wanting to be on the lookout and address any unnecessary risks, making sure you don't step in anything. Um, they build trust with their teams through consistency and follow-through and clear expectations and information. They tend to champion policies, processes, procedures, preparedness, and that just helps everybody feel clear, safe. Um, we know what we're getting ourselves into. The challenge sometimes with the type six leader, and I've heard this firsthand, as many strengths as they have. We all have our, we all have our challenges. We every single type, every single person. Um for the type six, it can be that they can become overly cautious or maybe even overly controlling when they're stressed. And then especially once they've kind of tapped out their own type six um coping mechanisms in times of stress, they will move over to the type three stress tendencies and start to try those. It's like opening, okay. I'm trying to open this door, my type six coping mechanisms aren't working. Let me let me try a different way. Maybe instead of pushing, I'll pull and I'll pull with the type three. So that may look like workaholism a lot of times, working from a place of anxiety. And then as a leader, that might trickle down on their team as well and cause their team to feel overworked. Um, you know, we don't have time for rest, we don't have time to celebrate win. So just something to be cautious of as a six, which I know you're already cautious of. Now, what I hear from type sixes around pet peeves and preferences. Is I hate um uncertainty without any explanation, sudden changes with no communication, leaders who avoid accountability or clarity, and then being dismissed for asking too many questions. They prefer, on the flip side, clear communication. They prefer realistic timelines. And they're going, you know, we talked about their inner committee. We'll also talk about in our workshops their inner BS system, alert system. And so they know it's like, wait a minute, this isn't actually realistic. This timeline isn't realistic. What you're saying isn't realistic. I think what you're saying is different from your intentions. So they're on the lookout for that. Um, and the that timeline, what's realistic, realistic goals, realistic timelines is going to be something that they'll really appreciate. Transparency as much as possible about decisions and expectations. Feeling included and informed is important. Again, some of us are are more uh up here, um, just high level, big picture. Please do not tell me any more details. Just give me kind of the one sentence, send it in the email. Like if you can put it in the subject line, fit it in there, great. Like that's that's the level of detail. And so we have to remember that other people like a little more. And so when possible, giving maybe a little backstory, giving some additional stats, citing the sources, whatever, whatever that might be, and just slowing down to answer questions. And then in a leader, they really do want that leader to be someone that they can rely on, that is consistent, that that does what they say, that follows through. So when you're giving feedback to a type six, and this might be really relevant as we close out the year and sitting down for end of year and kickoff um meetings, how to give feedback to a six. You want to be direct, you wanna be honest, and you want to be specific. No surprise there, right? Based on what we've talked about so far, about what they appreciate. Um, you want to reinforce trust and reliability before the critique. So this isn't something that you're just gonna be able to sit down and create. If you have to give some hard feedback to a six, and you're gonna want them, obviously, to receive it well, um, that process really needs to have happened weeks, months, years before of building that trust. It, you know, right? Trust isn't just I'm gonna sit down and we're now we're now you trust me, right? No, we we know that's not how that works. And especially for a six, and especially if you're giving them something hard, um, they're going to have an easier time accepting it, receiving it, being willing to change if you have taken the time to build that trust. If you haven't, there might be a little pushback. They might not be as receptive to that, but that doesn't mean you you can't, you know, start to build trust for the future. You want to ideally frame any feedback that you're giving them um around improving uh clarity, improving the outcomes, improving safety. This is gonna make us um, you know, more um secure, right? That that makes sense. Striving to feel secure, that makes sense. Uh, that the feedback would be aligned with that. And then as much as possible, you want to avoid surprises. So give some context, give it early, give them a heads up. Um, if you are going to um be talking about something hard, I don't know your how your process works, but maybe there's some sort of document that they'll have had a chance to review and process before that conversation. But as much as possible, um, you want to avoid surprising them. And again, I think that goes for everybody where it's like you don't want to be doing something wrong for the whole year. And then the first time you're hearing about it is in your performance review from your manager. Nobody wants that, right? Um, and so especially a six. So just be mindful. Um, hopefully, by the time you've gotten to the sit-down, um, there's been some conversation, some additional information, some additional feedback throughout the year. And then if you are a six, some things to think about on the receiving end of that feedback is um practicing trusting yourself, your decisions, um, looking for proof in the past that you have made good decisions, that you have done things well, that you do know what you're talking about. Because most of the time our sixes have amnesia. It's like, oh my gosh, they have a whole career uh of a whole bucket of things that they have done well, that they have gotten right. Um, and they just seem to forget it. Wake up, it's almost like Groundhog Day. They seem to forget it and wake up every day kind of with self-doubting. Maybe I actually don't know what I'm talking about. So, you know, making some sort of um list, hype list for yourself, whatever you want to call it, just evidence list, reminding yourself, you know what, even though somebody said this about my performance, and maybe it is true, it doesn't mean this is who I always am, this is what I always do. There's also been a lot of things. So just just I think that that's important for the for the type six. Um asking for clarity instead of reassurance could also be something to think about um as you get that feedback. And then um just uh you know, noticing when your questions become self-doubt. And that could be a really interesting kind of journal reflection question, can be a really interesting question with your therapist, maybe something that you do talk about with your manager. What kind of what is that, what's that line? What's that, what's that balance um right there? And then we have our three instinctual biases for our type six. And again, I I mentioned um probably these have the most vast expression, different ways of expression of a type six, but it will all come down to striving to feel secure. And so there is a type, our transmitting type six, most likely, that has a tendency to express behavior that might look like a type eight. But at the end of the day, it's that striving to feel secure versus striving to feel powerful that makes the six a six. It's that root logic, it's not the behavior. So for our instinctual biases, I started with the transmitting. So let's do that. This is the type um our transmitters uh want to leave a legacy. They are a little bit more risk tolerant, which is almost opposite of the type six. Um, they want to do something deeply meaningful, maybe go against the status quo, which for many sixes, the status quo is safe. It's the it's the you know, least risk, just the do the tried and true proven method. But when you pair it with the transmitter, again, you get some, you get some almost um opposite energy here. So this type out of all the sixes is going to be more assertive, more bold. Um, and what you probably will see on the internet as the counterphobic type. They tend to fight when they have fear. We've talked about the fear or um, what is it? Uh fight, flight, um, freeze. I've also heard that there's the foe uh befriending somebody when you're when you're scared. Uh, but this is definitely the okay, I'm backed into a corner, I'm scared rather than fight flight. Um, I am going to fight head on. And again, that's some of those eight look-alike behaviors. Um so something's something to keep in mind if you're if you're kind of torn between a six or an eight. Um, the next one is when we overlap the navigating instinctual bias with the type six. This type is very oriented towards the group, the safety of the group, belonging. They are deeply invested in team dynamics and fairness. And this one, you know, might look like some of the sixes that you read about. Um, they are looking for safety, security in groups. Our transmitting type six are looking through safety and security through leaving their legacy and through doing deeply meaningful work. And then our type uh preserving, when you overlap that, preserving instinctual bias with the type six. This is probably the most textbook stereotypical six. It is not every six's experience, though. And this is the type where they are focused on physical and practical security. Do we have enough resources? Do we have backups? That kind of contingency planning, very, very much evident here. Rule followers who prepare for the worst, appreciate stability. So if you are struggling between am I a one or am I a six, this might be something to look more into. On the internet, most places you'll see this called the self-preserving six. When we follow the awareness to action framework, it's the preserving six because it is not just about preserving themselves. It really is looking out for um others as well as themselves. So some things to think about, um, ways that you will see these uh the striving to feel secure expressed very differently. And so preservers tend to feel secure in having enough resources, taking care of their their health and wellness, taking care of their quote unquote nest, whatever that is, at the home, at the office. Do I have enough pins? Do I have my computer backed up? Do I have cybersecurity? You know, whatever. Those those type of things are gonna help them feel secure in that way. Looking for that. Our type six is connected to the type three and the type nine. They do tend to resist the type nine the most. Sometimes um in the awareness to action framework, they'll call that your neglected strategy because nines have a tendency to go with the flow, allow things to happen, um, sit back, you know, don't argue. Um, and that seems like the it's like that is almost in complete um conflict with the beliefs and the approach of the type six, but there's so much growth to happen there when they can bring in some of the strengths of the nine, which is that calmness, the a different perspective. They might practice um slowing their mind down, um, that might allow their nervous system to kind of regulate and slow down a little bit, um, letting go of that hyper-vigilance when um safety is already built in, right? You don't, it's like, okay, all right, you you have some things in place. Um, you know, things are steady, you have proof, there's evidence of you doing a good job, your company's fine. Maybe in those situations, you can bring that hypervigilance down a little bit and channel some of that, some of that go with the flow of the type nine. I hear sixes say, Oh, sure, I can go, I can go with the flow if I know it's time the flow starts. Um, so you're not gonna, you're not gonna become a nine, you're not gonna act like a nine, but what strengths of the nine might help support um even even um at work, what are some things that might support you in your role with your next year's goals at work? And then the other arrow, there's some growth opportunities to tap into the type three with your confidence and decisiveness specifically. So maybe taking action before certainty is is a hundred percent there. Um, owning your competence and your leadership presence, so many sixes. We talked about having that evidence bucket or evidence list, whatever you want to refer to it, your hype list. Um, because you have done hard things, you've made great decisions, you are capable of leadership. And so just embracing that like a three has a tendency to do. Again, you don't have to become a three, but what are some ways that you can pull in that striving to feel outstanding to support your goals as you grow in your type sixness? So a couple of kind of experiments, things to play around with, actions to take beyond this episode. If you are a six, maybe asking, okay, what evidence do I already have that I can handle this? That goes back to that evidence list, your hype list. Um, make a decision. And it doesn't have to be a life-altering decision. I maybe wouldn't start out with high-stakes decisions, but what small decisions, like maybe picking the restaurant the group goes to. Make a decision without asking for reassurance. And then if you do have concerns, rather than running people through a test um to trust, to uh determine how trustworthy they are, maybe sharing your concerns directly could be an opportunity for you to grow in in that that area of trust and and again believing people, um, not thinking the worst, still probably preparing for the worst, but but planning for the best. And then if you happen to work for a type six, some things to do to help support them as a manager or as a teammate is communicate. This is probably the biggest one. If you only take away one of these, um communicate early, as early as possible and as often as possible, especially during times of change. So um mergers, new team members joining, new leadership, changes and processes inside the organization. Just you may not need it. There may be many on your team who don't need that level, but there will be some, and sixes are one of them that love that extra, it just feels extra supportive with that information and those additional details. Um, you want to as much as you can um praise, compliment, acknowledge their ability to foresee potential threats to um their ability to dig diligently prepare for those potential risks. Um you know, again, there'll be a balance of uh and it might test your patients at times. Um, but that is something that is such a strength. That is something that um they they are constantly thinking about, probably doing often. And so to see it as a strength and to be acknowledged as an asset can mean the world to a type six. Talk about building up trust. Um so don't dismiss their questions. They tend to be asking those questions for the sake of the protection of the team. So those are your experiments, whether you're a type six or a type working with a type six, trying to support a type six. You just want to affirm as much as possible that you know they they actually are very courageous. Um, you appreciate their ability to be prepared. You appreciate how they watch out for the group. And so um, you know, I think more than any other type, this type can get a negative reputation. And most of them will say, I don't want to be the one to ask these questions, but nobody else is asking them. And so it can mean so much to them for you to see those questions, that concern, um the risk assessment as a strength and something that you appreciate and the rest of the team appreciates. So, as always, if you happen to be a six or work with a six and feel like, oh, you gotta add this, or here's an example of this, a real world story, I always love to hear from you. Um, and please share those over at enneagrammba.com forward slash contact. Just drop your your feedback, your um additional experience or specific example of being a six in the workplace in there, and I'll share it in a future episode. Um, our next type in the series will be type seven. I'm not sure uh today if we'll do the type seven or if we'll do some um end-of-year ways to use the Enneagram. So stay tuned. Um, either way, I hope to see you back. I hope to have you back um next week. Thank you for being here. If you happen to be joining us for the first time, welcome. Um, if you happen to be listening, thank you for coming back. Uh um if you happen to be a regular listener, welcome back. Always happy to have you. Um, we are starting to book out even until April in the summer for 2026. So if you have a team summer retreat, if you want to kick off a um Enneagram workshop series for the 2026, um, we have we have all the things to help you be introduced to the Enneagram, start to use the Enneagram in your own professional development, potentially leadership development, as well as using it for communication and collaboration among your teams. Um, reach out, you can find initial options over at Enneagramba.com. And then uh we're always able to create something specific based on your topic, your event, the amount of people we will make it work for you. So, with that, uh appreciate you being here, and I'll see you in the next one.