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Welcome back to another episode here on the Enneagram at Work Podcast. I am your host, founder, and managing director here at Enneagram MBA, Sarah Wallace. Um, welcome back if you are a returning listener. Welcome if this is your first time here. We are embarking or have already embarked on a series, and it will be quite a long series, on looking at matching up each of the types, specifically from a coworker chemistry uh dynamic. And this is one of the most popular questions I would I would say outside of what is my type, or am I this or am I that, um, is how do I work with this type or that type, or what should we know about starting a project together or repairing uh after a conflict? And so we're gonna look at all the types, and we today are going into the type three, striving to feel outstanding, and the type four striving to feel unique. Now, let's see here. I have episode 167 from March of 2025. We did a shorter episode on this dynamic, and I pulled in a clip from uh Shits Creek with Moiran and uh Moira and uh David. And you might enjoy heading over to that one after this one or maybe starting there. Um, it is about, I don't know, 25, 30 minutes on that one. So, because of that, I will be linking that episode in the show notes. We're going to as as quickly as we can, as efficiently as we can for our type threes, uh, touch on those. And then what I did not want to skip over just because we had done that episode, is if you are a type three leader leading a type four team member, and then vice versa, if you are a type four leader leading a type three team member, some things to be aware of. Um, and then we'll talk about some growth opportunities for both to work better together specifically. Um, so without further ado, uh let's get into it. Um, as a reminder, if this is your first time here, Enneagram MBA is a team training company where all we do is talk about um the Enneagram and how to use it in the workplace for better communication, more productive collaboration, leadership development, professional development, um, kind of going from individual contributor to leader to manager, and how the Enneagram can help you do those things. So if after today you are interested in bringing these types of insights to your team, uh I'll invite you to learn a little bit more about our workshop programs and standalone workshops. So uh just real quick for those of you who uh need a quick refresher, which I know is many of us, um, is the type three is striving to feel outstanding according to the awareness to action Enneagram language. Here, the three is being driven to feel successful, to um be successful and and to kind of be seen as successful. They want to be admired, they want to go far, they want to go fast, uh, they are striving to show up um it as they hit their goals. They're very goal-oriented, uh, they're very adaptable as well. And then they walk into a room and it almost, I don't know that threes think about it a lot or give themselves credit for this, but they walk into a room and kind of assess who's in the room, what's going on, um, and then who do I need to be in this room? Um, so we'll talk about threes having just a typically a very natural, almost on default political savviness where they're just kind of these networking comes really easy. Um, sometimes their one of their nicknames is called the shapeshifter or the chameleon. And when they're really dialed in and using that, it can be such a benefit to make the connections they need to make, to let the people who know who need to know about their success or their team's success know. Um, and then when it's overdone, it can kind of give off some uh inauthentic vibes, which specifically for our type four um can cause some friction. So we'll get to that in just a minute. Um, sometimes four or threes have a reputation for being for being a little being a little vain, um, that you know, walking into the the room, uh, you know, dressed to impress, who who do I need to be, um, type of energy can feel like, gosh, there it's just so much vanity over here. Um, but a three is really thinking more about it's not it's not vanity, it's success. Or you could even get a little deeper and think of it as it's survival. I I need to put this hat on here and I need to put this other hat on here in order for me to be successful and in order for me to survive. Um, threes learned early on that uh, or they they they picked up somewhere. There's a story that they picked up that love and value are things that you earn, you earn them through achieving. I know there are several different versions of earning um love and care and appreciation and and feeling valuable. You feel like you have to earn it. Um, different ways, you know, a two might think, okay, it's how much I help, it's how much I give, it's how much I self-sacrifice. Three's very much how much I achieve. But underneath that, a lot of times there's some sort of some type of fear, some version of fear that without those accomplishments, there's really nothing worth seeing. And so threes can spend a lot of, a lot of energy, a lot of focus um on that job title. What's my job title? What's the company that I work for? And then like that's kind of who I am, regardless of how good of a parent I am, a friend, um, how good a you know, pickleball I am. I want to be good at all those things, but it's really that that work more than anything. And uh I want to make sure that we kind of understand you know, the the the tender part here for the three, because sometimes, um, especially from our our fours, um, they can they can be frustrated with the threes and think that they're self ab self-absorbed or um only looking out for themselves, only care about their own success, that they're shallow, that they're fake. And I really want to understand, I want us to understand what is underneath that. Um and I think we all probably have a little bit of this. We've talked anytime we talk about the three, there's usually some version of me saying, we can all relate to this probably, um uh uh to some degree. I think this is very much baked into our culture specifically here in the United States. Um, you know, we have the the grades, you are kind of your report guard, your the college that you went to, um, and then the job that you get. So that's our three. Our type fours are striving to feel unique. Authenticity is very important, having significance. Um, the core driver here for the four is they want to be genuine. Um, they want to belong for being their one-of-a-kind, unique self, and also be accepted for that. That that is very important. Um, they want to have that self-significance, doing something meaningful um that might show up as being really creative, having a lot of emotional depth, um, and uh, you know, might push back a little bit on the status quo, anything that feels generic, surface level, um, fake in any way. And there are going to be some very obvious differences between these two. And you you might think, oh gosh, how would these two ever get along? Well, as we go through this, you're also going to see that striving to feel outstanding is not that much different than striving to feel unique and have significance. So also these types have a lot of things that overlap and that they could appreciate uh about each other, um the differences, but also their some similarities. Um for our for our fours, um sometimes they have a reputation for being kind of melancholy, maybe dramatic. Uh, I think a four would say, I I don't experience myself like that, or maybe they would. I don't, I don't know. Fours you'll have to tell us. Um, but it's really just a a really dialed in sense of I or let's how do I say this? It's a it's they're just very sensitive. There we go. They have they're very sensitive to meaning, what something means, what's behind this. Um, and they're just really tuned in for it and and always kind of looking um for for that deeper meaning. Um, fours can feel the gap between what is and then what could be more um what could be more, I guess. I'll just leave it there. What this is this is good, but this, you know, I think that we could go deeper. I think that we could go more. And this is one of those areas where the one and the four overlap. They have a connecting arrow already. And then uh we have talked in previous episodes, um, and we'll talk again about the one and the four working together in the future, but this is one of those very core similarities. And um you can kind of look like a one with that frustration. Oh, it wasn't as, you know, it wasn't as good as I thought it was gonna be. It wasn't as um beautiful, it wasn't as creative, it wasn't as meaningful as I thought it could be. And so they're they're really they're really focused on that. They can, they can feel that uh a lot more intensely, maybe than some of the other types. So underneath all of that for a four is this fear that they are fundamentally flawed. It's just they are inherently defective, they are just missing something that everyone else seems to have. Okay. So it's definitely a different kind of fear than the three, but also very similar, right? When you when you hear about those. So I think these two are gonna find out they have a lot more in common than they think. And then the differences that they have can be such wonderful compliments when they're both self-aware and aware of each other. Um, somebody had said, let's see, I heard this before. Um, three is striving to feel outstanding, four is striving to feel unique. One is kind of asking, what does the scoreboard say? Where are we here? That would probably be our three. Where are we? And then we have our four questioning the scoreboard. Like, is the scoreboard even measuring the things that we care about? The the meaningful things, are they even measuring the right things? And so when you put these together, you are able to have great achievements with also a lot of great deep meaning. So let's look at the strengths of when these two coworkers are are paired up. Um, there is the three, the seven, the eight are part of that. Let's go far, let's go fast. Um, and other Enneagram modalities, frameworks, you will hear about stances. Threes are in that assertive, sometimes known as aggressive stance, leap and the net will appear. Uh, like let's leap and we'll kind of figure it out as we go. Um, whereas the four wants to slow down a little bit, wants to kind of process, wants to think about it a little bit more. Um, when we're talking about stances, they are in the withdrawn stance with the four, the five, and the nine, where they just are a little bit slower to respond, a little bit slower to act. And for the four, it's I want to understand. I want to understand the meaning. I want to understand what's behind there. Is there a way to kind of do something different here that would be more meaningful, that would be more creative? Um, and so when you have those together, you can produce this work that um, you know, doesn't just hit the goal, but it, but it also stands out. So you have quality and you have impact. Our fours are also um can also help the three go go a little deeper. Uh sometimes our threes, our threes are absolutely capable of it. It's just sometimes do I have the time? Do I have the time to think about this myself, to somebody else to think about it and process this with them? Um a lot of times the answer is no. But when you have that four around you and you have that four um kind of helping you, you can move fast and go far towards that goal. Um but with the with the energy of the four, you kind of have um maybe a pause where you can slow down and think about, oh, you know, how how might we be able to differentiate ourselves here? Um how could we uh work a little different and not just be technically impressive? What are some maybe other outside of the box ways that we might be uh impressive and how could we go a little bit deeper? How could we connect with our potential clients through marketing a little bit different? How might me, how might we be able to connect with our clients a little bit deeper, depending on uh bringing in some of this energy of the four? And then um when you think about those stances, we have the the the assertive, go far, go fast, our fours maybe wanting to slow down and process a little bit. The three can maybe inspire some quicker action, some more forward uh momentum uh with the with the four. So fours can very much struggle with getting caught up in the pursuit of this grand idea, and then they struggle to actually implement it, make it happen, ship it out. So with that, with that threes focus on action, deadlines, outcomes, um, that can be such a great help to the four bringing out the best work, um, pulling it out of their head and and getting it into the real world so that it actually happens. Um, both can be creative in their own ways. Any type can be creative. I always want to be careful about, you know, the fours having the monopoly on creativity, but they're they're creative. I think they have that reputation because they they do look for the deeper meaning, the underlying meaning in it, and it is kind of a different, unique take that creative take that maybe the rest of us aren't. Um, fours are just kind of naturally creative. Um threes tend to be more naturally efficient, focused on efficiency, efficiencies, effectiveness. Um, and so when you have these two teaming up to work together, you get that creative, real authentic, creative depth. But with the kind of that outstanding, want to be seen as successful, the threes bring maybe a a little bit of a polished look. They're able to kind of polish the final product there. Um, and it can be such a wonderful pairing right there. Um, and then they both want to stand out. So striving to feel outstanding, striving to feel unique, have significance. Um, it's in different ways and for different reasons, but threes and fours both care very much about not being ordinary. That is the worst thing in the world. Um, for the threes, the when you look at the Enneagram, their line, one of the lines is connected to the type six. And that is their what what uh the awareness to action Enneagram calls the neglected strategy of the type three. So the strategy for the six is striving to feel secure, striving to feel safe, go along with what's been done before, the proven method, the status quo, don't stand out, that could be risky kind of thing. So that interestingly, that is the type that the three tends to neglect the most. And so there's all kinds of growth opportunities in there. But just as we talk about um, neither one of these want to be ordinary, they want to do big things, out-of-the-box things, um, they both have that drive to be distinct and create work that um maybe other teams, other co-workers wouldn't ever think about attempting. But because of that creativity, um, that drive to avoid being ordinary in the status quo, they're gonna produce some really incredible things. Now, some potential friction points between these two. Um, in the Schitz Creek clip that you will hear in episode 167 from 2025, um, we have Moiris starting to tell a story. She says something like, I woke up this morning with a pep in my stuff, and David saying, fast forward, please. And then she starts giving more backstory, and he says, uh, you know, skip over that part. And it's just such a good stereotypical example of this kind of push-pull between let's just get to the point, but also the backstory is needed. The backstory it has important information. So the first point of friction here is gonna be speed versus depth. The threes want to move, they want to go far, they want to go fast. Uh, the four wants it to be right and wants it to ideally be deeply meaningful as well. And so in practice, this might mean that the three is ready to hit go, is ready to present uh the idea, the product before the four is really ready. And the four might still be wanting to kind of refine some things, um, tweak a few things, think on it a little bit more while the three has already, it's already, they've already sent the slide deck to the group to review for the meeting. Uh, there could also be another point of friction, could be this concept of authenticity versus adaptability. And we talked about that at the very beginning. Threes are those shape shifters who would be in whatever they need to be, that political savviness to fit the room. Fours are going to tend to resist any shift like that that feels like it's compromising who they are, being unique, being one of a kind, being authentic are very core values to the type four. So the three sees that shifting as absolutely needed adaptability. It's a it's a skill that they have, it is a needed skill. And then the four might see that kind of shape shifting and feel uncomfortable with it, maybe get frustrated with it, maybe feel resistant to that person. Um, but what the three might call just being professional, the four's over here viewing it as an authentic. And uh they'll probably say, they'll probably say so. Maybe not always, but uh a lot of times they they might be okay with calling it out. Um so you have that kind of push-pull. There might be some uh friction around recognition and visibility. So the threes out of almost all the types are most comfortable in the spotlight. Now, this will vary when you factor in the instinctual biases, those subtypes of each type. We've talked before that when you the more you get into the Enneagram, there's a second layer, second dimension where you have three flavors of each of the types. We have the preserving, the navigating, and then the transmitting. The if you are a transmitter of any type, um, you will be a little bit more inclined, a little bit more uncomfortable to be that in the spotlight, have some eyes on you because you want to transmit a message, you want to transmit an impact. And in order to do that, a lot of times you need to be in front of other people. So transmitting three, whoo, very, very comfortable here. But a lot of times that strikes. To feel outstanding means regardless of a threes type, um, there there will be varying degrees, but they're gonna be a little bit more comfortable in the spotlight. And for some, like the transmitting threes, maybe the navigating threes, just kind of move towards it, naturally move towards it. Um, whereas the four very much wants to be seen too, but they want to make sure they're being seen for the right reasons in the right way, and for the deep, meaningful work that they contributed. Um, they want to be understood, and that is one of the biggest pet peeves when we talk about workplace preferences and pet peeves of a of a type four is for somebody to assume that they know how they feel, that they understand what they're doing or who they are, misread their intentions in any way. Nobody likes that, but a four especially does not like that. Um, so they want to be seen, they want to be understood. So when a three gets the credit, um, because they're tooting their own horn a lot of times, tooting their team's horn, uh, letting people know the success that they just had, the small win that they just had. Um, the four might feel like, well, I also contributed. Didn't you see? Didn't you notice me over here? And so ones also can struggle with this, where they feel like uh just based on merit, you should recognize me. You should recognize this incredible project that I did. I shouldn't have to toot my own horn. So a little nuance there between recognition and visibility, but there could be some some friction there. Uh the four might feel kind of resentful in the background uh while the threes uh in the spotlight telling everybody what they did. Um, let's see. And then this is one that is very stereotypical. So this may or may not ring true. I think this also depends on how much growth the three or the four in your life has done. Um, but threes tend to manage and minimize emotions in a professional setting. They feel like, hey, feelings are okay. Um, but you know, let's deal with it later. They shouldn't be slowing things down, they shouldn't be making us late on the agenda. Um, we shouldn't be getting overly emotional when we have goals to work towards, where the fours, uh, they're they live very close to their emotional experience. It's very hard to compartmentalize or separate that. Um, and so they're kind of bringing those emotions, that sensitivity to the workplace. And I think a lot of times they they can see it as, hey, this is this is a this is me, this is a feature of me, not necessarily uh a liability or a negative thing to be, you know, they they will tend to have the the perspective that feelings are facts. We have other types. I'm thinking of the three, I'm thinking of the five, I'm thinking of the one. Um feelings are not facts. Um, feelings are not facts. We should not consider those. So there's gonna be just some natural friction with those two very different perspectives. Um, the three might see the four as being too sensitive or too slow, taking too much time to navigate a hard day or a stressful situation. And fours can feel like the three is emotionally unavailable. I'm not gonna come to that person, or it can feel like the emotions that they do have are very performative. And I think again, on the flip side, a three would say, I'm polished, I'm calculated, I'm strategic with how I express my emotions. I'm not fake, I'm not performative necessarily. And then the last potential point of friction between these two is around creating meaning in the work. Fours really can struggle to go all in when something doesn't feel meaningful. Um, if a three is chasing a goal, uh, some sort of project that the four just finds shallow, hollow. Um, it's gonna be hard for the four to get on board and go along with the three. Um, whereas the three is wired just to get things done. We don't need to sit around here and try to find the meaning in this. We don't need to make everything, you know, put a creative one-of-a-kind spin on everything. Um, we just need to get it done. Now, when we talk about communication styles, the threes tend to be very, and again, with all of these, we're talking stereotypes. Sometimes the typing process can be difficult because as people, as professionals, we are growing, we're developing, we're learning new things, we're becoming more aware of our blind spots. So we may not do the things that our type is describing uh that say that we do or say that we struggle with. So I'm not attacking anybody. I'm just saying these are these are stereotypes to help us understand ourselves and others a little bit better. So, tendencies of a type three communication style is efficient, uh, it is polished and a lot of times very results focused. They tend to lead with the headline, cut to what matters. These people are not bearing the lead, they're not leading with the backstory, they're not giving context a lot of times. Um, their communication style also includes reading the audience and adjusting their tone, how they frame a situation, um, how they how they communicate, how that they deliver whatever it is they're wanting to deliver based on who's in the room or who is across from them. Um they can minimize emotional content for the sake of let's keep things moving. And then feedback for a three is going to land best when it's framed around results, goals, performance, not just a personal critique or what somebody thinks of this person. They're they're gonna want to see the data and they want to understand how each point that the person is talking about is tied to their uh performance. And then the force, some common communication tendencies, um, is going to be typically very meaningful, meaning driven. Um, they're gonna be probably a little bit more expressive. Um, they want the conversation to go somewhere real. It's gonna be really hard for our fours to talk about the weather, talk about just those surface level conversations, which we need to do sometimes, but it will, it is a pet beeve of a four. It is very hard for them to do. So if they are talking about something like the weather, you know that it's not it's not that easy for them. They've done a lot of work to be able to do that. Um, they bring a lot of honesty, a lot of depth um to conversations, to thinking about things. And sometimes that can feel vulnerable. It can feel intense to some of the other types that like to just kind of keep it. Let's just keep, let's just stay in our lane here and not bring in these other things. Um, I'm thinking of a three, I'm thinking of a five, especially, can feel emotionally overwhelmed, sometimes a one. Um, I'm not, I, you know, an eight potentially two. I think an eight is a little more comfortable expressing their emotions, especially when it comes to like that, those like passionate emotions. Um, I think they're a little bit more comfortable with that. Um, but they too like to keep things moving forward. Um struggle being direct. Um, and you know, that can that can cause them to potentially feel misunderstood or truly be misunderstood or unseen. And the message that they were trying to get across ends up getting buried in the backstory. So the episode that I referred to, 167, I'm gonna put in the show notes, uh, the title of that one is backstory versus bullet points. And that is so true. It's like, no, this backstory is needed here in a type three singing. No, just give me the bullet points, just give me the three to five bullet points. Um, and then when we're thinking about how best to deliver or give feedback to our type fours, um, it's going to land best when you acknowledge the intention behind the work as well, not just the output. And I know for many of you, you're gonna say, well, that is really all that matters is is the output. Um, a four, though, with all of the things that we have talked about that is going on internally, the meaning that they want to have, that recognizing their intention is important. And it's important that you get it right and you don't assume because they're gonna appreciate it when you recognize that intention, if if if it's correct. Um, and they're gonna feel they're gonna feel some way about it if you assume um wrongly their intention about something. And then the the segment that I wanted to make sure we touched on was this leader versus teammate dynamic. So when the three is the leader in a situation and they're leading their type four direct report, um, the three leader is probably going to value the four's ability to think creatively, to connect dots, to approach systems, processes, projects in fresh ways. Um, until it starts to slow the project down. It starts to slow the delivery, the conversation. Um, it can become frustrating for that three leader. The the direct report here for the four, it's important for them to feel that their contribution is genuinely seen and valued for its depth, not just for the surface level, the check the box kind of thing. Um, and then when you're giving compliments or recognizing, appreciating your type four, generic praise, just uh like routine transactional check-ins is not is not gonna bring you any closer to your type four direct report in this situation. Um, they want that the praise to be very specific. They want to see, oh, this person really saw me with this recognition right here. Um, and then you know, just just be cautious of that because it's not just a neutral effect impact that it will have on your type four report. It it really will erode um their engagement, their trust in in the team and in that relationship, um, if that happens too often. The threes should resist the urge to polish, to reframe, reframe the four's work without some sort of back and forth conversation dialogue. Um, because otherwise that four is gonna feel like, well, I had the best of intentions, even if that isn't what they wanted. Um that my intention was there. And so that's again where maybe maybe the deliverable didn't land, but recognizing that intention and then working with that type four direct report to get the result that you need um while showing that you understand. So the the growth opportunity for a type three leader in this situation is going to be slowing down long enough to actually understand. And if you need to ask what the four is trying to do, understanding that intention. Um, and then also setting aside time to connect and build rapport and allow a conversation to maybe, you know, get a little emotional. Uh, you don't need to, you know, read their diary, you don't need to get into everything. But if you know, you know, this person, it means a lot if it makes them feel seen when I can to hear the backstory or the additional context around this. Um let's schedule an extra 10, 15 minutes to this meeting so I don't feel rushed as a three. And then the four feels like they've had enough time to um share what they want to share. And then when the roles are reversed here, we have the type four leader with a type three direct report. Um, that emphasis that you have as a type four leader on authenticity and meaning and depth, um, it can feel really good to you. You think, what is the problem here? But for a three, it might feel like, gosh, that goal post is always moving. I don't know where I am, I don't know actually what the goal is, what actually are we working towards? And so it can get kind of frustrating for the three in that situation. Um, the three direct report really needs clarity on what success looks like, and they're going to appreciate it if you give them room to move fast, to jump in, um, and then be recognized for their results. You know, the the four wants to be recognized and understood. Um, very much the three, somebody who is striving to feel outstanding, that getting recognized for their results is important too. The four leader, it's going to be important to that their leadership style is known as the visionary because they can create a very inspiring vision. Um, they can create the why. Why are we doing this from the very beginning to get people inspired, to get people on board? Um, the threes are going to get on board. They're gonna they're gonna run hard, fast towards that meaningful goal, but they just need to be able to see it and to understand it. So, as much as you can as a type four leader in this situation, cast that vision. Um, explain the why early and probably often. And then the growth opportunity here for our type four leader is that that three direct rapport is truly not trying to be shallow. Um, they would say, I'm trying to be efficient. So, you know, just kind of just kind of be aware of that story that you're telling yourself about what that might mean. And when you can, make room for that effectiveness, that efficiency that the that the three really appreciates and and it's kind of their natural tendencies. Um, and when you do that, they're gonna bring more meaning to the work than maybe you even expected. So when we have teammates working together, we have this tension around productivity. You know, one wants to slow down, think about is there a new way to do this? The three tends to want to go with the most efficient, which tends to be what we've always done, the the um the proven method in order to achieve that high level of success. Uh, the three is going to default to going far and fast, where the four typically is going to default into going deeper. Just go deep. Um, both are needed, so needed, so necessary. Um, neither is going to feel like what they're contributing, though, is sufficient to the other without some sort of very intentional acknowledgement about what each other is contributing. So this is where that deep self-awareness is needed as well as that other's awareness is needed here. And then the three really needs to um, when you're asking for a four's feedback, really allow them to share what they see, which is probably going to be very different than you, not just what are they delivering. And then on the flip side, the four really needs to um voice a perspective, maybe that vision before they start kind of getting in that melancholy, maybe earing some of those grievances. So some things to watch out for, but also can be such a powerful pairing. Um, at the end of the day, the growth opportunity, the biggest growth opportunity for the three when when working with the four is to feel, you know, you're that striving to feel outstanding is what makes the three effective until it becomes the only thing that they care about. Um, not everything that has value or is valuable shows up with a scorecard or a grade. Um, not everyone on the team is going to be motivated by the same finish line that you are as a three. So one of the things that you can do as either a leader or a teammate is practice asking, what does this work mean? Um, not just whether or not we hit the mark. Um, the four across the table from you, sitting on the Zoom call with you, um, is not trying to slow you down. They're asking the question that makes the win, is it worth it? You know, we won. Great. Was it worth it? What's what sort of meaning is behind this? And then for our fours, the growth opportunity here as a leader, as a teammate, is that striving to feel unique and authentic is what makes your work genuinely distinctive, beautiful, memorable until it becomes a reason to hold off on moving things forward, on shipping things, because it doesn't perfectly align with your vision. There's a lot of type one here with the four. Not every project will be a masterpiece. Oh, I know the fours listening are like, well, yes, it should be. It may not be, but it should be. So this is gonna take, this is going to take some reframing of the stories um around meaningful work and and not everything has to be deeply meaningful, one of a kind, unique, a complete masterpiece that's remembered forever and ever, right? Some things just need to get done, some things just need to be shipped out. So practice bringing that that creative, that fresh way to approach things to the work that's in front of you, um, and not just the work that you feel like is deserving of it, you know, just because it doesn't isn't as meaningful or isn't as special um as what you what you'd want to do. So keep that in mind. The three across the table from you, the three sitting on that Zoom call is not shallow. They're not trying to sell out, they're just showing you what it what it can look like when you let the work speak through action and not just what you intended to do, but actually what you were able to produce, what the result was. So this pairing has access to so many incredibly powerful, incredibly influential um things, you know, the projects, conversations, new ideas, new takes, how to serve the client better, how to work with vendors better, how to make things more beautiful and also efficient. Um the work can be both excellent and deeply meaningful. Um, but only if the three is willing to slow down long enough to let that meaning in, and only if the four is willing to move forward long enough to let things work out. So, you know, none of this is easy, depending on what which which type you are on here. But all I would say is just reflect on some of these things. What do you do that you can lean more into and where might there be opportunities to maybe shift some things, dial things up, back, down, um, based on the person in front of you. You might need to tweak some things. So this doesn't mean that you're being inauthentic as a type four might feel. It just means, hey, um, you know, or as a three that you're you're you're slowing down and you're gonna, you know, miss the mark. You're always you're going too slow. Um, it could be true, but it also um there could also be some opportunities to create even even better, collaborate, even better, communicate, um, get things done, be that much more productive um along the way. So with that, as always, if you happen to be a three or a type four, I'm sure that there's something I missed. I'm sure that there's something that we could add. Maybe I maybe I said something that didn't feel true to you, that you could offer a different perspective, um, always feel free to reach out. I typically am just talking from my perception of what I've seen in the real world, but it's it's my perception of that, what I hear other people say, um, and then paired with Enneagram theory, but you're the one living it. So if you have specific examples of how any of this has showed up, um I always love to hear from you. And you can reach out and share those comments at EnneagramMba.com forward slash contact. And then I will say if you are interested in bringing these types of insights to your team, to your organization, maybe for a special retreat event, um, check out our workshop options. And then we have a momentum program, we have our dream team certification program where we're able to really get in deep with some of these things and uh start to really apply it specifically to your team and the the coworker, the unique coworker chemistry uh that your team or organization has. And all of those options are over at Enneagram MBA.com. With that, thank you so much for being here. And I look forward to seeing you in the next one.