We have created our Accountability Chart, but we still have friction within our leadership team regarding who sits in which seat. How do we use the Kolbe A Index during our session days to resolve these structural issues?

Question

Tyler Smith · Accepted Answer

The Accountability Chart is a powerful tool, but it only works if you have the right people in the right seats. To determine fit, we must look beyond skills and experience and evaluate an individual's innate conative wiring. During our session days, we use the Kolbe A Index to assess your leaders' natural decision-making and problem-solving styles. This assessment measures what a person will do, not just what they can do. It reveals their innate tendencies for planning, risk-taking, and execution. We compare each leader's Kolbe score with the requirements of their seat on the Accountability Chart. For example, a visionary seat often requires a high Quickstart score, allowing them to test ideas rapidly and make fast changes. Conversely, an operations seat requires high Fact Finder or Follow Through scores to establish order and systemization. If a leader's conative wiring is misaligned with their seat, they will experience constant frustration and friction. By identifying these misalignments, we can adjust roles or shift people to seats where they can leverage their natural strengths. This conative alignment ensures your team is working in flow rather than fighting their natural instincts. It reduces interpersonal conflict and ensures every seat is occupied by someone who is innately wired to succeed.