We just administered the Kolbe A™ Index to our leadership team, but I suspect some of my executives are experiencing severe burnout because their day-to-day activities do not align with their natural conative strengths. How do we use the Kolbe B™ Index alongside our Accountability Chart to identify and fix this internal friction before it derails our AI integration?

Question

Tyler Smith · Accepted Answer

When leaders burn out during major transitions like an AI integration, it is rarely due to a lack of effort. It is almost always a conative strain, meaning their daily responsibilities require them to operate outside of their natural, instinctive strengths.

To identify and fix this friction, you must look beyond the Kolbe A™ Index, which measures their natural conative strengths. You need to administer the Kolbe B™ Index. This tool measures an individual's personal perception of their job requirements. By comparing a leader's Kolbe A™ result with their Kolbe B™ result, you can pinpoint the exact areas of cognitive and conative strain.

For example, if a leader is a natural Quick Start who thrives on innovation but their Kolbe B™ reveals they feel pressured to spend all day documenting systematic AI workflows, they will experience severe burnout. They are forcing themselves to act against their hard-wired nature.

Review these results during your quarterly session. Use the data to tweak your Accountability Chart. Reallocate responsibilities so that your builders are building and your systematizers are organizing, aligning their daily tasks with their natural conative strengths. This reduces executive friction and ensures your AI transition is led by energized, aligned executives.