Enneagram
Type 8
Body type, morality-oriented
What it’s like being an Enneagram Type One
Enneagram Type Ones have a strong inner critic that causes them to strive for perfection.
Type Ones are focused on creating an ideal for themselves and others to follow. This pursuit of an ideal gives them energy to move beyond current expectations and makes them incredibly hard-working. However (as seen by use of the word “pursuit” in the previous sentence) Type Ones can often feel very behind or below where they “should” be, and that’s the voice of their inner critic. This causes them to do a lot of work at pushing down their more natural human tendencies in order to achieve what they see as perfection or the ideal. This can make them seem more rigid or “buttoned-up” than other types, and this lack of flexibility can show up in mundane day-to-day tasks or the ways they choose to spend time with others.
Leadership Strengths
Enneagram Type Ones tend to exhibit the following leadership strengths:
A high moral compass
Setting high standards for themselves and others, and then achieving them
Can be exceptionally disciplined and organized, though not always
Nicknames
“Perfectionist,” “Reformer,” or “Idealist.”
Watch Our Panel of Type Ones
See how other Enneagram ones describe their type:
Types Ones and Anger
Inside the Body Intelligence Center, Type Ones are connected to the core emotion of Anger.
Many Ennea-type Ones don’t recognize themselves as angry. High-functioning leaders especially may miss this, causing anger to leak out in forms that are more subtle. Anger can show up as irritation, tension, resentment, or “tightness.” An Ennea-type One’s anger may be expressed through tone, feedback, or body language. People around them often know when a Type One is angry before the Type One admits their anger, or even realizes it. This is because Type Ones received the false message growing up that their anger is bad. For successful leaders, recognizing their anger, when it is useful, and how it is or isn’t being expressed is important because unacknowledged anger undermines trust—even when values or intentions are good. You can check out our blog on the feelings wheel to learn more about developing high emotional intelligence in the workplace.
Type Ones’ Arrow Movement
Enneagram Ones move toward Type Four when under stress.
This means they can become more moody and take on a “woe-is-me” persona, feeling persecuted, or just generally sad. Sometimes this connection to melancholy can be clarifying, but, over the long-term, it is often detrimental to the Type One becoming more fully developed. This movement toward Type Four may be accompanied by the following symptoms: withdrawing, feeling significantly misunderstood,or moral fatigue.
In contrast Enneagram Ones move toward Type Sevens when growing or in moments of levity.
This means they become more silly, willing to make jokes, and generally relax their inner critic. This may look like humor, experimentation, embodying a lighter presence, and trusting others.
Type One Subtypes Explained
Many folks know the Enneagram by their dominant type, for example, they might say “I am an Ennea-type 1”.
But inside each of the nine, core Enneagram types, there are three instinctual biases.
This means there are actually three, not one, type of the Enneagram Type One. This is also true for all other Enneagram types.
Here are the three instincts:
Self-Preservation (SP)
Nicknamed “Worry” this subtype is most likely to look like a true perfectionist, always striving to be and present warmly and orderly. This type is not as in touch with their anger. The instinct, in this case, instructs the self-preservation subtype to work on themself.
Social (SO)
Unconsciously, this type tends to believe that they are already perfect and therefore dedicates their time to teaching others how to be/do in “the right way.” This subtype’s nickname is “Non-adaptability” and their anger often presents cooler and more intellectual.
Do you identify as an Ennea-type One? If so, you contain all three of these instincts in your personality.
But only one is dominant, or stronger than the others, making that your subtype.
Sexual/ One-to-One (SX)
This type, nicknamed “Zeal”, is known for being a reformer, and, because of the 1:1 instinct, their focus is on improving others and systems. Their anger is more explicit than other Enneagram One Subtypes, and they both externally and internally demonstrate their dedication to improve society.
Enneagram Type Ones at Work
How to Get the Best Out of a Ennea-type One Teammate or Leader
Be gentle with them around criticism and general feedback; they already work so hard to avoid mistakes.
Name and acknowledge their high integrity.
Follow through on tasks that you said you would – keep your word!
Ensure your task is going to get done, before having fun.
Ask what “well done” means to them.
Practical Somatic & Daily Leadership Practices
What can you do this week knowing this is your Enneagram type?
Pause before responding to mistakes.
Notice your anger. Is it in your jaw, shoulders, or gut?
Practice “good enough” completion of tasks.
Believe in your ability to take action before refining everything to perfection.
Potential Blindspots
Mistaking “high standards” for “shared standards”.
Correcting instead of coaching.
Assuming others care as much as they do.
Struggling to celebrate wins before moving to “what’s next”.
Creating unspoken pressure that teams feel but can’t name.
Growth Questions
At Sway, we subscribe to the age-old wisdom, that the quality of questions we ask in a large part determines the outcome and trajectory of one’s development. In that vein, here are some personal reflection questions for Type Ones:
What would it look like to release your idea of "being right?
Where in your body do you feel the emotions you carry?
Where do my standards help my team—and where do they silence them?
Where might trust matter more than correctness?
What feedback am I avoiding because I want it “done right”?
What can I do to spoil myself?
Self-Leadership Mantra
“I work really hard at being good, and I do enough. Masterpieces are shaped by intention and time, not by flawlessness. Great leadership does not require relentless self-correction—it just requires my regular presence, integrity, and trust. By softening my incessant inner critic, I can create a space for hearing my own authenticity. Doing this will allow me to lead from wholeness, resilience, and beauty.”
