Sample · Advanced Management Programme
    Group Learning Profile · n = 15 · Coach & Faculty · Confidential
    Worked Example · Group Report · Cohort Dashboard

    Group Learning Profile
    Coaching & Facilitation Brief

    Stripped to what shapes your decisions: who needs watching, how this group processes, and what will help or hinder them across ten months and six Learning Labs.

    15
    Participants
    53%
    Low Personal Mastery
    3
    Watch Pattern flagged
    6
    Enneagram types
    01
    All Participants at a Glance
    ● Watch  · ● Anchor
    Participant A
    VP Strategy · Energy
    anchor
    highhigh3 — Achievement & Results
    Participant B
    Dir. Operations · Finance
    watch
    lowhigh6 — Vigilance & Security
    Participant C
    CEO · Healthcare
    anchor
    highhigh8 — Strength & Drive
    Participant D
    Dir. HR · Retail
    midmid2 — Service & Support
    Participant E
    CFO · Manufacturing
    lowmid1 — The Pursuit of Quality
    Participant F
    VP Marketing · Tech
    midhigh3 — Achievement & Results
    Participant G
    COO · Logistics
    highmid9 — Harmony & Stability
    Participant H
    Dir. Finance · Energy
    lowmid6 — Vigilance & Security
    Participant I
    VP Sales · Finance
    midhigh8 — Strength & Drive
    Participant J
    Dir. Strategy · Gov't
    watch
    lowhigh1 — The Pursuit of Quality
    Participant K
    Managing Director · Consulting
    midmid4 — Creativity & Meaning
    Participant L
    CEO · Non-Profit
    highmid2 — Service & Support
    Participant M
    VP Operations · Healthcare
    watch
    lowhigh9 — Harmony & Stability
    Participant N
    Dir. Innovation · Tech
    midmid5 — Knowledge & Insight
    Participant O
    COO · Retail
    midmid9 — Harmony & Stability
    02
    Personal Mastery & Resilience
    The combination that matters most
    Personal Mastery
    High
    4 / 15
    Mid-Range
    6 / 15
    Low
    5 / 15

    53% arrive with limited self-acceptance or curiosity range. This is not unusual for senior leaders — it means the Legacy Challenge will hit psychological resistance before strategic resistance. Name this early.

    Emotional Resilience
    High
    7 / 15
    Mid-Range
    8 / 15
    Low
    0 / 15

    No one scores low — typical of a survivor population. The coaching question is not whether they can cope, but what coping is costing them. High resilience can be a growth blocker: they move through discomfort before it teaches them anything.

    Watch Pattern
    3
    participants
    Low Personal Mastery + High Resilience — B · J · M

    These three cope with exceptional skill — which is exactly why their inner resistance stays invisible. They will not ask for help. They will not show strain. The programme's reflective depth is uncomfortable territory, not because they lack insight, but because they have learned to outrun it. Engage early across Lab 1 and Summit 1. Name the pattern gently. Watch for polished disengagement as the Legacy Challenge deepens.

    03
    Neuro-Quadrant & Orientation
    How this group processes — and what that means for you
    Dominant Quadrant
    Thinking
    5 / 15
    Intuiting
    4 / 15
    Feeling
    4 / 15
    Sensing
    2 / 15
    Orientation
    Extravert
    6 / 15
    Ambivert
    5 / 15
    Introvert
    4 / 15
    What this means for facilitation

    Genuinely balanced — rare. Thinking leads at 33% but Intuiting and Feeling are close behind. No single quadrant dominates the room; the diversity is an asset if the design uses it.

    The Thinking cluster will want to resolve ambiguity quickly. Resist. Design Learning Lab activities that require Feeling and Intuiting input before conclusions are reached — especially Labs 1 and 2.

    4 introverts need structural quiet time. Not optional — built into every Summit and Lab session. Their contributions are disproportionately valuable when conditions allow them.

    Sensing (2) are your implementation anchors. Use them to ground the Intuiting cluster when ideas run ahead of execution in the Legacy Challenge work.

    04
    Enneagram Distribution
    Stress behaviour matters more than type
    1
    2
    The Pursuit of Quality
    2
    2
    Service & Support
    3
    2
    Achievement & Results
    4
    1
    Creativity & Meaning
    5
    1
    Knowledge & Insight
    6
    2
    Vigilance & Security
    7
    0
    Optimism & Vision
    8
    2
    Strength & Drive
    9
    3
    Harmony & Stability

    6 of 9 types present · no dominant type · rare for a senior executive cohort · the spread creates rich peer challenge but requires explicit facilitation of disagreement

    Types 3 · 2 participants
    Style 3s — performing competence under pressure
    Success-oriented, efficient, image-conscious. Their stress move is to perform competence rather than reveal uncertainty. Powerful programme contributors — unless identity is too invested in being seen as effective. The Legacy Challenge asks them to be honest, not impressive.
    Coaching entry
    Reframe success as learning. Legacy depth over polish. Vulnerability as leadership signal.
    Types 8 · 2 participants
    Style 8s — assertion that needs expanding
    Direct, assertive, protective of autonomy. They'll lead in group settings — sometimes taking up space others need. Under stress they dismiss "soft" content. The coaching task is to expand their definition of strength. In Lab small groups, they may drive consensus prematurely.
    Coaching entry
    When does assertion become aggression? When to follow, not just lead.
    Types 9 · 3 participants
    Style 9s — the quietest constraint
    Grounded, consensus-seeking, conflict-averse. They'll absorb the room and suppress their own position. Their opinions are often the most considered in the cohort — and the least likely to surface without explicit invitation. Critical to Lab group composition design.
    Coaching entry
    "What are you holding back?" Distinguish harmony from truth. Make their voice structurally necessary.
    05
    5-Session Coaching Arc
    Mapped to the programme journey · use in sequence
    Session 1 · Lab 1
    Establish the contract
    Aug — pre-work phase
    Read Personal Mastery and Resilience before you meet. For Watch pattern (B, J, M): name the pattern gently, early. You already have more data than they expect.
    You're ahead. Use it.
    Session 2 · Summit 1
    Move to depth
    Sep — Banff
    Build on the research-informed block. Ask what they recognised — and what they wanted to hide. First real pressure test. Discovery becomes depth here.
    Contract moves from discovery to depth.
    Session 3 · Labs 2–3
    Legacy Project stall
    Sep–Dec — mid-programme
    When the LP stalls, return to their Path to Learning. It's a recalibration tool — it tells you whether they're stuck strategically or personally. These are different problems.
    Stall = data. Use the report.
    Session 4 · Lab 5
    Checkpoint
    Mar 2027
    Has Personal Mastery shifted? Are avoidance patterns still active? Optional re-assessment for validated before/after. For Watch pattern: revisit the pattern conversation.
    Optional re-assessment available.
    Session 5 · Pre-Summit 3
    Identity close
    Apr–May 2027
    Not skills, not network. Who are you as a leader now — and what's actually different about how you hold yourself? Close with identity, not achievement.
    End on who, not what.
    Q1Session 1
    "Your profile shows how you learn best. Does your Legacy Project ask you to work in that mode — or does it require you to stretch into the quadrant you find hardest?"
    Neuro-Quadrant → Legacy Project design · productive stretch vs. avoidance
    Q2Session 2
    "When you hit resistance on the Legacy Project — not logistical resistance, but the kind that lives inside you — what does it feel like? And what does your Enneagram pattern typically do with that feeling?"
    Enneagram stress behaviour → Legacy Project moments of difficulty
    Q3Watch only · B · J · M
    "You score high on resilience but low on mastery — which means you cope extremely well outwardly. What do you tend to do with the moments that don't resolve neatly?"
    Watch pattern participants only · names the masking pattern without confrontation
    Q4Session 4 · Lab 5
    "We're at the midpoint. Your Personal Mastery score at the start showed [X]. Do you think it's moved? What evidence do you have — from the programme, from the people around you, from yourself?"
    Most powerful question in the arc · anchors optional re-assessment conversation
    Q5Session 5
    "Looking at who you were at the start and who you are now — what's actually different about how you hold yourself as a leader? Not the skills. Not the network. You."
    Final session · integrates Personal Mastery, Resilience, Enneagram growth · closes with identity
    06
    Facilitation Brief
    What works · what costs you the room
    What works with this group
    +Activities requiring Thinking and Feeling input before a conclusion — especially Labs 1 and 3
    +Structured quiet processing time built into every Summit and Lab session (protect the 4 introverts)
    +Naming group-level patterns aloud — this cohort has the resilience to hear it
    +Productive friction — they have the flexibility and resilience for real disagreement
    +Linking every conceptual input to the Legacy Project — they need personal relevance to engage fully
    What will cost you the room
    —Cold-calling — produces performance, not learning; activates Watch pattern masking immediately
    —Forcing consensus — the productive disagreement capacity here is a programme asset, not a problem
    —Moving past emotion too quickly — particularly in Lab 1 (first group debrief) and Lab 5 (midpoint)
    —Competitive ranking or voting — activates Type 3 performance and suppresses Types 9 and 6
    —Content without "why this matters for your Legacy Project" — the Thinking cluster will disengage
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