Many of our clients utilize Kolbe Indexes to improve their
staff’s productivity, build better teams, hire successfully and develop
leaders. These firms are experiencing a high-level of success in these areas
and some have taken their use of the Kolbe Index to the next level. This
article will discuss how a firm can leverage Leadership AnalyticsTM
to align partner, manager and staff’s expectations while identifying strategies
for improving firm productivity and efficiency.
Leadership Analytics (LEAN™) provide customized,
ready-to-implement solutions for leaders and managers by compiling results from
the Kolbe A, B and C Indexes. By assessing the factors that determine a team's
success, LEAN helps you identify not just the cause of team productivity and
efficiency problems, but the corrective strategies to solve them. Here are
descriptions about each index:
Kolbe A Index
A 36-question instrument designed to measure the conative
faculty of the mind - the instinctive strengths that drive the way a person
takes action. Index results are used in a variety of applications including
selection, retention, succession and team building. The result, called the
modus operandi (MO), is the innate method of operation that enables an
individual to be productive.
Kolbe B Index
A 24-question instrument that measures how a person views
the functional demands of his/her own position. The result identifies which
strengths are a natural fit for the job and how the job holder perceives the
requirements for success in the role.
Kolbe C Index
A 24-question instrument that measures someone else's
functional expectations of a specific position. This can be a supervisor,
evaluator or peer. The results identify how an evaluator believes a particular
job needs to be done in order to achieve success. These are the ways the job
holder is expected to take action, regardless of skills, intelligence or
As you can imagine, comparing and analyzing the results from
these three indexes can be an extremely helpful process that will benefit
staff, leaders and the firm. The result is a comprehensive set of reports that
can be used to facilitate discussions on how to make each individual in your
firm as productive and efficient as possible. At the same time, individuals
will learn their strengths and the strengths of those they work closely with.
Boomer Consulting, Inc.
Here at Boomer Consulting, Inc., we have been through the
Leadership Analytics process and are benefiting from having a better
understanding of ourselves, one another and the firm as a whole. The Kolbe has
become part of the fabric of how we communicate – at all levels! Specifically,
here is how we leverage what we’ve learned from Leadership AnalyticsTM on a
regular basis at Boomer Consulting, Inc.
Hiring New Staff
Like most firms hiring to fill an open position, multiple
people have expectations for what is needed of the new hire to be successful in
that position. We recently went through the process of hiring a new Sales
Associate. We started the process by having three individuals complete the
Kolbe C for that position (two owners and the Director of Business
Development). By each person completing the Kolbe C Index, similarities and
differences regarding expectations for the role were brought to light. Once
these were discussed, we had a strong consensus and understanding of what type
of candidate we needed.
Candidates for the open position then complete the Kolbe A Index.
Their results were compared to the "Range of Success” that was determined by
the three Kolbe C Indexes. By using Kolbe’s online platform, we were able to
run a "Candidate Report” for each candidate that outlines how they match up
with the expectations for that position.
Building Better Teams
When creating a team to complete a project, we often think
about roles in the company to determine who is on the project team. While this
is a good approach, we must also consider the Kolbe A results for each
individual on that team. I love my instinctive strengths; however, if everyone
on my project team was just like me, it wouldn’t make for a well-balanced team.
A well-balanced team will consist of different roles in the firm, different
skills and different instinctive strengths. A team needs researchers,
innovators and process-oriented members to be most productive and to produce
the highest-quality results.
By going through the Leadership Analytics processes, we were
able to have discussions about strain and tension in our roles. Strain is
defined as the degree to which there are differences between the Kolbe A and
Kolbe B Index results. Tension is defined as the degree to which there are
differences between a supervisor’s requirements (Kolbe C) and the Kolbe A
result of the job holder. Addressing strain and tension in our firm has been
great. It is not always common knowledge to consider someone’s instinctive
strengths when figuring how to reduce stress.
We use Leadership Analytics and the Kolbe Index as part of
our everyday operation at Boomer Consulting, Inc. We can say with 100%
confidence that leveraging these tools has made our team much stronger and
happier. The next time your firm is hiring, building a project team or
developing leaders, consider using the Kolbe Index and the Leadership Analytics
reports to give your firm a competitive advantage!