We are negotiating our definitive purchase agreement, but our chief operating officer is an Enneagram Type Six who is constantly identifying potential post-close risks, which is slowing down our responses to the buyer's legal team. How do we manage this internal friction to maintain deal momentum and avoid buyer fatigue?

Question

Tyler Smith · Accepted Answer

A key executive who is an Enneagram Type Six is a massive asset during due diligence because their primary motivation is security and risk identification. However, their natural tendency to anticipate worst-case scenarios can paralyze negotiations and create buyer fatigue if not managed correctly.

To maintain deal momentum, you must validate their concerns without letting them stall the process. Do not dismiss their anxiety. Instead, use your weekly Level 10 Meeting to run a disciplined IDS process on their specific concerns. Let them lay out the risks they see in the buyer's draft of the purchase agreement.

Once the risks are identified, separate them into operational risks that you can control and legal risks that your transaction attorney must negotiate. Assign the legal risks directly to your counsel. For the operational risks, create clear, short-term Rocks for the transition period to address them.

By giving your Type Six officer a structured platform to voice their concerns and assigning clear ownership of those risks, you satisfy their psychological need for security. They will feel heard and valued, which reduces their self-orientation and defensiveness. This operational discipline keeps your leadership team aligned, allows you to return swift, unified responses to the buyer's legal team, and keeps the transaction moving toward a successful close.