Optimize with Kolbe Insights

In this enlightening episode, Pete Mohr dives deep into the intricate world of team dynamics, revealing how understanding and optimizing these dynamics is crucial for business success. He sheds light on the ideal team distribution, emphasizing the balance between reacting, counteracting, and initiating actions. Pete illustrates this with a case study, highlighting common pitfalls like team cloning and the need for diverse skill sets. Additionally, he explores how transparent team reports can enhance communication and efficiency. Wrapping up, Pete touches on aligning team roles with natural tendencies, a key to achieving peak performance.

Here are a few things Pete covers:

• Ideal team distribution for maximum efficiency
• Avoiding the pitfalls of team cloning
• Importance of diverse team skill sets
• Enhancing team communication with transparent reports
• Aligning roles with natural tendencies for better performance

It’s time to take action:

Now that you've gained these insights, it's crucial to assess your team's dynamics. Identify areas where your team is strong and areas needing improvement. Encourage open communication and use these insights to optimize team performance. Remember, a balanced and well-understood team is your stepping stone to greater success.

Resources:

• Get your Kolbe test by reaching out to me at: pete@mohr.coach
• For more on incorporating Kolbe into your business and leadership style, visit speaktopete.com and book an appointment with Pete Mohr.

Are you looking to make some changes in your business and your life in 2024?  Head over to speaktopete.com and book a chat with me to see if we're the right fit!

Transcript

Pete Mohr: 0:32

Hey welcome back to another edition of the business owner breakthrough and we're digging into the Colby system here in this little six part mini series. Last week we talked all around identifying and it really stemmed around the Colby a assessment. And if you remember from last week the Colby system as a four part unit is really identify, optimize, align and expand. But it always starts with the Colby a that's why we dug into Colby, a last week talked a little bit about the Colby A to A assessments when we're merging somebody else on the team and you and sort of the things around that today, we're going to dig a little bit deeper into optimizing the team when we can look at not only those individuals from one person to another person, but also overlaying that on top of the entire team. And I think this is a really exciting part of the Kobe system. And one of the reasons why I became a certified Kobe coach, because I really love the team dynamic of it, if you think of it from the five p perspective, when we have our promise, and we're aligning our product, our process and our people to that to get the right amount of profit. This really lies into the people portion when we're optimizing our team. And that's what I really love. And remember last week on the Colby a and I love to start this too, because there really are no bad scores on the Colby a index, right? Your score is a perfect score for you. But you will have different scores on your team and everybody else's test assessment is a perfect score for them. This is the interesting part when we talk about crucial conversations and we talk about how we collaborate with others, right, and reduce conflict, communicating effectively. And collaborating is a really important piece. And when we know each other's call Bas, then we can set up our language and set up our information and talk in a different way. That's easily understood because each of us knows where each of us is coming from. So we're going to use an overall team here for the example here today. And if you are listening to this on the podcast, you can head on over to YouTube as well. Because at YouTube, I'm sharing my screen and showing you some graphics here that might make a little more sense. But hopefully, you'll be able to follow along in the audio portion too. It's really really interesting stuff. But it's even more interesting when you can see the graphics. So simplifying entrepreneurship is the podcast channel on YouTube. And you can find this episode over there as well. So when we talk about reducing conflict, and we talked a little bit about the Colby ADA reports last week, well, here on this example, we've got two people on the Colby a to a report Georgia, and her score is an 8642 and herb which is a 3674. And on this, whenever we do call the eight A's it will show you the areas right in the report where you can have and will have probably have the most conflict and the least amount of conflict as well. So when we look at this, Georgia's fact finders and eight will herbs as a three, when we have a difference as big as five, then it's a potential for high level of conflict. And that's why it's flagged red here in the high level of conflict, right? Anytime you have three or more, you can potentially have a little bit of conflict. So when we look at their follow through scores, they both have a follow through six. So as figured here, how they organize, they're going to have a low level of conflict. And then the next one is their Quickstart, right. And Georgia has Quickstart, a four herb has a quickstart of seven. Well, with a three difference, that's a medium level of conflict, murmur four and more is a higher level and potential for conflict, right implementer, Georgia has a two, and herb has a four. So it's also a low level of conflict. So really interesting to see here, where they could potentially have conflicts in their communication in their process management in their thought process, and in the way they actually implement, right. So when we look at the different bars of energy on this, you can really tell how people will start like herbs is going to start with Quickstart energy where Georgia is going to start with factfinder energy, which is the red. And you can really understand along the way about if you're having a conversation as a group of these two people on how they're going to get projects done. The more interesting thing is here's the spreadsheet of strengths for all 14 people on this team. And when we look at this, we can either go down all of their numbers, which I'll quite honestly do in a lot of group settings, where we can even look at the bar there that shows the colors. And when we look at this bar just briefly, we can see that a lot of red is where people start off their decision making and their innate sort of thought process, and the red represents factfinder. So there's a lot of fact finer energy here on this particular team. And we can see some of the other entities here too. But really interesting to start overlooking when we have our team report on how the team works as a unit as well, because it creates good communication for when we get together as a group, either your own particular leadership group, or whether you're working with your project management teams. So as we go from factfinder, to follow through the people that are high, follow throughs, love charts, graphs, and lists, I'll use Michelle who works with us as an example. She's a high Fact Finder. And we use Trello as our project management tool, she has everything listed out, very detailed, very straightforward. And she really loves to use that system to let her know and to let everybody else know where everything is at. And it's just a wonderful way of moving through different things. And it works for her, it works for most of the other people too, but I have a low follow through. So sometimes I have to be prompted to go and make sure that I've checked all my things off, because I'm not naturally one of those people. So she'll prompt me knowing that I'm not naturally a high follow through. And this is where things really start to happen to really start to work well, on a quickstart. I'm a very high Quickstart. I'm a nine on Quickstart. So in my case, I liked spoken words, I like ad libs, I'll use language like new, unique and challenge. I'm a change agent essentially, right. But if you were communicating with somebody who has a high Quickstart, you'd probably want to have a conversation with them in order so that they can absorb the information in the way that they need to, in order to get what you're asking of them done. And then we get into implementer. And from an implementer standpoint, implementers love props and demonstration face to face, they want to see it, they want to feel it, they want to touch it. And if you're trying to speak the language of an implementer, you'd want to talk about quality, about concrete, physical evidence about all of these different things that really can you can touch and seal because that's the way implementers like to communicate. So when we start getting into team problem solving, and we look overlay the four modes factfinder, follow through Quickstart and implementer. And dig into last week about counteract reaction initiate. So we have 12 different areas of a team. And here's our full team that we were looking at overlaid into the 12 different areas. And you can see right off the bat, for those of you that are watching here on YouTube, that factfinder in the simplify area, which is the area from one to three, they have nobody there. And they have nobody in the demonstrate area, which is the implementer side from seven to 10. So those would be areas of weakness on this particular team. And if they were going to look at maybe filling out those areas in a new hire, the alternate would be potentially if they need somebody to do either of those areas to outsource those areas for somebody who is a simplifier, or somebody who has a high implementer score. And we could do that really by looking through their Colbys. And overlaying them on to this team dynamic. And if we look at, you know, there's some other areas here where there are a lot of people are in the specified area of factfinder, which means people really like their information on this team. Right? So it's really kind of interesting when we start overlaying these things on a full team. Now, the other part is understanding what kind of team you operate in. Are you a collaborative team where you're all working together, and usually in the same area where you're working as a development team you're working together, through like in retail, often we're working together in the same room you've been helping each other get through the day? Are you an independent team, which is a lot of people that work at home and work independently. And they come together for certain things, but really are pretty much independently working of anybody else on the team? And are you a hybrid team. So those are the three different types of teams. I have a test if you're wondering really and want to be specific about what kind of team you have. I have a little test with Colby that we can have you take it just let me know reach out to me at Pete at more dot coach Pete at more dot Coach Mo hr.co Ach. And I will send you over that little test to help you identify the type of team that you're operating in so that you can really better understand that. But when we think about the different types of teams out there, and overlayer Colby, some of the issues arise when there's too much of the same energy. Right if we have too many fact finders, if we have too many follow throughs and we don't have the alternate side of the equation. That's the other piece right when there's not enough of a given strength, like we read use the example of not enough simplify in this particular team. And then there's the group conflict area where there's polarization where there's a lot of one to three in the different areas, and there are a lot of seven to 10 in the different areas and nobody in the middle to sort of bridge the gap. When we pull out the team distribution here, we can really understand where they're light and where they're heavier. And it said that if we can be in the middle in the React zone, from that sort of four to six area about 50% of the time and be 25%, across the board in the counteract, and 25% in the initiate, that's probably the best team distribution you could probably get. So in our sample group here, we're obviously a little bit low on simplify and demonstrate in that we have 0%, and very high on maintain at 70%, specified 69%. Envision at 62%. So you can see where we have some cloning there happening within our entire group. It's just an interesting piece of the puzzle when you can look at that. So you know the team dynamics of your group, and what their strengths are. So we can pull the reports on these for you as you lay out all of these different things, so that you as the leader of your organization will have a better understanding of your team. And the beautiful thing is when you share these reports with your entire team, so that everybody knows everybody else's strengths. Everybody knows where everybody else needs help. We know how to communicate with each other better. And we know how to get things done so that we can move through from promise through our products through a process through our people, and ultimately to obtain the right amount of profit. And remember having the right team and spending the right amount of money and spent and enabling your team to do the best work that they can do and to live in their freedom zone essentially, is going to create the best business for you. So next week, we're going to dig into the Align side and next week, we're going to talk about two other Colby assessments called the Colby B and the Colby see when we start aligning our team on to our accountability chart. So now we've talked a little bit about identifying Colby. We've talked about optimizing team and the next piece is when we start talking about what does that person do on your team? How do they perceive their job? How do you perceive their job? How does that align with who they naturally are? And how does it align with your accountability chart. So if the whole Colby system sounds interesting to you, all you have to do is go to speak to pete.com that speak to Pete's dot com and book an appointment with me and I would love to talk a little bit about how we can inject Colby into your business into your life as a leader because it's really powerful stuff. So it's time to turn the power of Colby on in your business and until next week, make it a great day

Unknown: 13:34

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