How to Operate in the Zone

We all have an idea of our strengths and weaknesses and how we work. But do we really understand how to leverage the way we think, work, and act? I was recently introduced to Deidre Siegel of Pear Core Solutions on Long Island.  Pear, among many other things, helps companies and executives figure out what they are good at and how they work. Deidre explained to me that top performing companies and/or teams have a very good idea of strengths and weaknesses as well as how they work. More importantly, they know how to leverage this information.

Deidre convinced me to take the Kolbe A and Kolbe B assessments. The Kolbe A measures a person's instinctive method of operation (MO), and identifies the ways he or she will be most productive. The Kolbe B measures an individual's expectations of how he or she should perform in a current job. Comparing a Kolbe B Index result with an A Index result yields insights into how to leverage instinctive talents at work.

When I received the results and discussed them with Deidre, I found them to be right on the money. Here are some things I learned about myself:

• When it comes to gathering and sharing information, I am “middle of the road”. I need some information but not all the detail and that is how I explain things. This means that I like to compare alternatives, but don’t want to get immersed in complexities.
• I like systems and processes, but I don’t like when they are rigid. And I always need to have a plan.
• I am pretty comfortable with unknowns and risks and exemplify that by experimenting. Several of our products have arisen from this trait (which can drive my team crazy!).
• Seems that I can imagine what things will look like without something tangible. Several years ago, Fred Klein, founder of Gotham, called me a “thin slicer”, a reference to Malcolm Gladwell’s Blink.  Fred, it seems that you are on the money.
• I can operate in the zone when I give myself a deadline. 
• I procrastinate when I have to deal with a lot of details. (How the hell did I survive as a CPA for four years?)
• I should continue to trust my gut.
• I’m a better communicator when I explain that people have different ways of gathering information and mine is to get some info but not overdo it. At the same time, I am likely to criticize if someone doesn’t get to the point, is presenting old information or is very predictable.
• Others believe that I expect the impossible (anyone on my team could have told you that).  But I need to persuade them that I am right (see trust my gut above).

I’m only scratching the surface here, but I can tell you that I see a lot of value in these assessments. It is all about maximizing your (and your company’s) strengths and not wasting energy. I am contemplating having my staff take the assessments as I think we will become even more productive once we know how each other operates.