The 5 Behaviors of a Cohesive "Gen Z" Team: How to Build Trust, Embrace Conflict, Foster Commitment, Increase Accountability, and Deliver Results

Understanding the Gen Z Team Members

How can we create a team that works well together, enjoys what they do, and achieves great results? This is a question that many leaders and team members face in today’s world, where teams are more diverse, dynamic, and digital than ever before. One of the challenges that we need to overcome is how to connect with Gen Z team members, who have their own unique personalities, values, and expectations.

In this newsletter, I will share some examples of how you can use the Enneagram and the 5 behaviors to understand and empower your Gen Z team members of each Enneagram type. I will also explain the science behind team cohesion, and how it can be influenced by the Enneagram types and the 5 behaviors. By applying these tools and insights, you can build a cohesive and high-performing team that leverages the strengths and diversity of Gen Z team members.

Now, let me address the challenges of forming a cohesive team with Gen Z team members. Gen Z is the generation born between 1997 and the early 2000s, and they have some distinctive characteristics that may affect their team dynamics. Some of these characteristics are:

• They are digital natives, meaning they grew up with technology and are comfortable with using various platforms and devices for communication, collaboration, and learning.
• They are diverse, inclusive, and socially conscious, meaning they value diversity of perspectives, identities, and backgrounds, and they care about social issues and causes.
• They are entrepreneurial, innovative, and adaptable, meaning they have a strong sense of self-reliance, creativity, and flexibility, and they are not afraid to challenge the status quo and try new things.
• They are pragmatic, realistic, and skeptical, meaning they have a practical approach to problem-solving, a realistic view of the world, and a critical attitude toward authority and institutions.

These characteristics can be both strengths and weaknesses for team cohesion. On the one hand, Gen Z team members can bring fresh ideas, diverse perspectives, technological skills, and social awareness to the team. On the other hand, they may also have difficulties with trusting others, engaging in constructive conflict, committing to decisions, holding themselves and others accountable, and focusing on collective results.

At this juncture, please allow me to briefly explain what the Enneagram and Patrick Lencioni’s 5 Behaviors are. The Enneagram is a system of personality typing that describes nine different types of people, each with their own strengths, weaknesses, motivations, and fears. Patrick Lencioni’s 5 behaviors are a model of team effectiveness that identifies five essential factors for building a cohesive and high-performing team: trust, conflict, commitment, accountability, and results.

A leader who is trained in both the Enneagram and Patrick Lencioni’s 5 Behaviors can help their Gen Z team members of each Enneagram type to build a cohesive team by understanding their personality traits and preferences, and by applying the appropriate strategies and interventions for each behavior. Here are some examples for Enneagram types 1 to 3:

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Behavior 1: Trust

Enneagram Type 1: Be honest and transparent with your team members. Type 1s value integrity and honesty, so it's important to build trust by being open and truthful with them. This can be done by sharing your thoughts and feelings, and by being willing to admit when you're wrong.

• Benefit: This can help to create a safe and supportive environment where team members feel comfortable being themselves and sharing their ideas.
• Neuroscience: When people feel trusted, their brains release oxytocin, a hormone that promotes bonding and cooperation.

Enneagram Type 2: Be supportive and encouraging. Type 2s value connection and relationships, so it's important to show them that you care about them and their success. This can be done by being positive and encouraging, and by offering your help and support.

• Benefit: This can help to boost team members' morale and motivation, and make them feel valued and appreciated.
• Neuroscience: When people feel supported, their brains release dopamine, a neurotransmitter that reinforces positive behaviors.

Enneagram Type 3: Be genuine and authentic. Type 3s value image and success, so it's important to be yourself and not try to be someone you're not. This can be done by being honest about your strengths and weaknesses, and by not being afraid to show your vulnerability.

• Benefit: This can help to build trust and rapport with team members, and make them feel more comfortable being themselves around you.
• Neuroscience: When people feel authentic, their brains release serotonin, a neurotransmitter that promotes happiness and well-being.

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Behavior 2: Conflict

Enneagram Type 1: Be willing to challenge ideas, even your own. Type 1s value improvement and excellence, so it's important to be willing to have difficult conversations and challenge the status quo. This can be done by being open to different perspectives, and by being willing to change your mind.

• Benefit: This can help to improve the quality of decision-making, and make sure that the team is always striving for improvement.
• Neuroscience: When people feel safe to disagree, their brains release dopamine, a neurotransmitter that reinforces positive behaviors.

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Enneagram Type 2: Be willing to disagree respectfully. Type 2s value harmony and cooperation, so it's important to be respectful of other people's opinions, even if you disagree with them. This can be done by listening carefully to their arguments, and by avoiding personal attacks.

• Benefit: This can help to avoid conflict escalation, and make sure that the team is able to have productive conversations.
• Neuroscience: When people feel heard and respected, their brains release oxytocin, a hormone that promotes bonding and cooperation.

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Enneagram Type 3: Be willing to be honest about your mistakes. Type 3s value image and success, so it's important to be willing to be honest about your mistakes and learn from them. This can be done by being humble and open to feedback, and by not being afraid to admit when you're wrong.

• Benefit: This can help to build trust and credibility with team members, and make them more likely to follow your lead.
• Neuroscience: When people feel accepted for who they are, their brains release dopamine, a neurotransmitter that reinforces positive behaviors.

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Behavior 3: Commitment

Enneagram Type 1: Be willing to make decisions and stick to them. Type 1s value improvement and excellence, so it's important to be decisive and make sure that everyone is on the same page. This can be done by setting clear goals and expectations, and by providing regular feedback.

• Benefit: This can help to create a sense of urgency and focus, and make sure that the team is moving in the same direction.
• Neuroscience: When people feel committed, their brains release adrenaline, a hormone that promotes focus and motivation.

Enneagram Type 2: Be willing to compromise and find win-win solutions. Type 2s value harmony and cooperation, so it's important to be willing to compromise and find solutions that work for everyone. This can be done by being open to different perspectives, and by being willing to give and take.

• Benefit: This can help to avoid conflict and build consensus, and make sure that the team is able to move forward.
• Neuroscience: When people feel like they are being heard and understood, their brains release oxytocin, a hormone that promotes bonding and cooperation.

Enneagram Type 3: Be willing to take responsibility for your actions. Type 3s value image and success, so it's important to be accountable for your actions and the results of your team's work. This can be done by setting clear goals and deadlines, and by following through on your commitments.

• Benefit: This can help to build trust and credibility with team members, and make them more likely to follow your lead.
• Neuroscience: When people feel responsible, their brains release dopamine, a neurotransmitter that reinforces positive behaviors.

For behavior 3, here are some specific examples of how these tips can be applied to leaders of each Enneagram type:

• A Type 1 leader might set a goal of reducing customer churn by 10% in the next quarter. They would then make sure that everyone on the team is aware of this goal and is committed to achieving it. They would also provide regular feedback to make sure that everyone is on track.
• A Type 2 leader might compromise with their team members on a decision that everyone can agree on. For example, if the team is deciding on a new marketing campaign, they might agree to use a mix of traditional and digital marketing strategies.
• A Type 3 leader might take responsibility for their team's mistakes. For example, if the team misses a deadline, they might own up to it and apologize to the client. They would also make sure that the team learns from their mistake and doesn't make it again.

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Behavior 4: Accountability:

Enneagram Type 1: Be willing to hold yourself and others accountable for their actions. Type 1s value improvement and excellence, so it's important to be willing to hold yourself and others accountable for their actions, even if it's difficult. This can be done by setting clear expectations, providing regular feedback, and addressing any problems or concerns as soon as possible.

• Benefit: This can help to improve the quality of work, and make sure that the team is always striving for improvement.
• Neuroscience: When people feel accountable, their brains release adrenaline, a hormone that promotes focus and motivation.

Enneagram Type 2: Be willing to give and receive feedback. Type 2s value harmony and cooperation, so it's important to be willing to give and receive feedback in a constructive way. This can be done by being specific and objective, focusing on the behavior rather than the person, and offering suggestions for improvement.

• Benefit: This can help to improve communication and relationships, and make sure that the team is able to learn and grow.
• Neuroscience: When people feel heard and understood, their brains release oxytocin, a hormone that promotes bonding and cooperation.

Enneagram Type 3: Be willing to admit when you're wrong. Type 3s value image and success, so it's important to be willing to admit when you're wrong and learn from your mistakes. This can be done by being humble and open to feedback, and by not being afraid to make changes.

• Benefit: This can help to build trust and credibility with team members, and make them more likely to follow your lead.
• Neuroscience: When people feel accepted for who they are, their brains release dopamine, a neurotransmitter that reinforces positive behaviors.

For Behavior 4, here are some specific examples of how these tips can be applied to leaders of each Enneagram type:

• A Type 1 leader might create a system for tracking team members' progress and providing regular feedback. They might also hold regular meetings to discuss team performance and identify areas for improvement.
• A Type 2 leader might be more informal in their approach to accountability. They might ask for feedback from team members and be willing to make changes based on their suggestions.
• A Type 3 leader might be more direct in their approach to accountability. They might set clear expectations and hold team members accountable for meeting those expectations.

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Behavior 5: Results

Enneagram Type 1: Be willing to set challenging goals and hold yourself and others accountable for achieving them. Type 1s value improvement and excellence, so it's important to be willing to set challenging goals and hold yourself and others accountable for achieving them. This can be done by clearly defining the goals, providing regular feedback, and addressing any problems or concerns as soon as possible.

• Benefit: This can help to create a sense of urgency and focus, and make sure that the team is moving in the right direction.
• Neuroscience: When people feel challenged, their brains release adrenaline, a hormone that promotes focus and motivation.

Enneagram Type 2: Be willing to celebrate your team's successes and let them know how much you appreciate their hard work. Type 2s value harmony and cooperation, so it's important to be willing to celebrate your team's successes and let them know how much you appreciate their hard work. This can be done by giving public recognition, providing tangible rewards, and simply taking the time to say "thank you."

• Benefit: This can boost morale and motivation, and make them feel valued and appreciated.
• Neuroscience: When people feel appreciated, their brains release dopamine, a neurotransmitter that reinforces positive behaviors.

Enneagram Type 3: Be willing to take risks and step outside of your comfort zone to achieve the results. Type 3s value image and success, so it's important to be willing to take risks and step outside of your comfort zone to achieve the results. This can be done by setting challenging goals, taking calculated risks, and learning from your mistakes.

• Benefit: This can help to build confidence and self-esteem, and make them more likely to take risks and try new things.
• Neuroscience: When people feel successful, their brains release dopamine, a neurotransmitter that reinforces positive behaviors.

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For Behavior 5, here are some specific examples of how these tips can be applied to leaders of each Enneagram type:

• A Type 1 leader might set a goal of reducing customer churn by 10% in the next quarter. They would then hold themselves and their team accountable for achieving this goal by providing regular feedback and tracking their progress. They would also celebrate their team's successes by giving them public recognition and tangible rewards.
• A Type 2 leader might celebrate their team's successes by taking them out for a team lunch or giving them a gift card to their favorite store. They would also make sure to let them know how much they appreciate their hard work.
• A Type 3 leader might take a risk by launching a new product or service. They would do their research and carefully plan the launch, but they would also be willing to learn from their mistakes if the product or service didn't succeed. They would also celebrate their team's successes by giving them public recognition and tangible rewards.

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I hope this newsletter has given you some good ideas on how to form a cohesive team with your Gen Z team members. If you want to learn more about the Enneagram Types and Patrick Lencioni's 5 Behaviors Model of Team Cohesion, please feel free to ask me more questions.

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About the Author

Dr James Leong is a leadership trainer and executive coach who empowers people and organizations to achieve their full potential. He combines neuroscience, psychology, hypnotherapy, and coaching to help his clients overcome challenges and reach their goals. He has trained thousands of individuals and organizations across various industries and sectors, sharing his expertise and insights with them. He is a member of several professional associations and a certified practitioner of various psychometric tools such as the Enneagram and MBTI. Dr Leong is also a longtime student of the creator of the Enneagram Dr Claudio Naranjo, whom he studied with from 2010 until his teacher’s passing in 2018. Dr Leong has helped many psychologists, psychiatrists, and counselors integrate NLP and hypnotherapy, and the Enneagram into their practice to great success. Both his Masters and Doctoral dissertations are on the Enneagram Types, their Leadership Potential and Related Stress. He is also a sought-after speaker at global NLP and Hypnotherapy conferences.

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Dr Leong is based in Singapore and speaks English, Mandarin, and Cantonese. He enjoys traveling, reading, and practicing Mindfulness Meditation, Strength Training and Tai Chi Chuan. Dr Leong is a visionary leader who inspires others to pursue their dreams and passions. He believes that everyone has the potential to create positive change in themselves and the world.

Copyright (c) 2023 by Dr James Leong

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