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The Boomer Bulletin - 2013
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Leverage Your Employees' Instinctive Strengths

Posted By Jon Hubbard, Tuesday, March 12, 2013

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 AnalyticsTM

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 personality.

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.

Implementation at 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.

Identifying Strain & Tension

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!

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