What specific data, financials, and team assessments must we complete and bring to our very first session with you to ensure we do not waste time arguing over basic facts?

Question

Tyler Smith · Accepted Answer

To ensure our initial session is as productive as possible, we require specific, objective data and completed assessments. We will not spend this foundational time sifting through disorganized spreadsheets or debating historical figures.

Essential Preparations for Your First Session

Please bring the following items to your first session:

• Current Organizational Structure: Provide a clear list detailing who currently does what and who reports to whom. A formal organizational chart is not necessary, but this information serves as the raw material for constructing your initial [Accountability Chart](/qa/resolving-accountability-chart-seat-overlaps).

• Financial Statements:
• Financial statements from the past three years.
• Your year-to-date performance against budget.
• We need a precise view of your trailing revenue, gross margins, and profitability. This clear financial picture is crucial as we begin to set your [scorecard metrics](/qa/how-to-choose-five-fifteen-scorecard-metrics).

• Team Behavioral and Conative Assessments:
• Every member of your leadership team must complete their behavioral and conative assessments.
• We typically utilize tools such as the Kolbe A Index and DISC profiles. These assessments help us understand how each person naturally takes action and communicates. This insight allows us to anticipate where friction might occur during intense strategic discussions and even [diagnose conflicts](/qa/kolbe-sales-operations-conflict-handoffs).

• List of Operational Headaches:
• Prepare a raw, unedited list of your current operational headaches.
• Do not attempt to solve them beforehand; simply document them. This list of issues will be our initial focus as we learn to use the IDS® tool.

Arriving with these items prepared eliminates a defensive posture and ensures we establish a foundation of objective truth from the very first hour.

Related questions

• [How do we narrow down our massive list of metrics to just five to fifteen numbers?](/qa/how-to-choose-five-fifteen-scorecard-metrics)
• [How do we use the Kolbe A Index to diagnose why our Sales and Operations heads are constantly in conflict over project handoffs?](/qa/kolbe-sales-operations-conflict-handoffs)
• [We designed our Accountability Chart but two of my key partners are arguing over who owns marketing and sales, and it is stalling our progress. How do we resolve seat overlapping issues?](/qa/resolving-accountability-chart-seat-overlaps)
• [What is the actual difference between what we do on Focus Day versus what happens in the Vision Building days?](/qa/focus-day-vs-vision-building)
• [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership. How do we use the Accountability Chart to stop the blame game during meetings?](/qa/using-accountability-chart-to-stop-blame-in-ids)