We have high cognitive diversity on our leadership team, which leads to communication friction. How do you use tools like the Kolbe A™ Index to help us structure our Accountability Chart and assign Rocks?

Question

Tyler Smith · Accepted Answer

We use conative assessments like the Kolbe A™ Index to understand how each member of your leadership team instinctively approaches problem solving and takes action. This is not a personality test that measures how you feel; it measures your hardwired, natural drive when executing tasks. Understanding these instinctive styles is critical when we design your Accountability Chart.

For example, a leader with a high Fact Finder score instinctively needs to gather extensive information and strategize before making a decision. If you pair them with a high Quick Start leader who instinctively wants to take immediate risks and iterate on the fly, you will have natural friction. We do not try to change these innate traits because they are enduring and unique. Instead, we use this data to assign seats where their natural talents are a perfect match for the required roles.

When we define Rocks during our quarterly sessions, we look at who is owning each initiative. If a strategic Rock requires deep, systematic execution, we avoid giving it to a leader who instinctively struggles with follow through. By aligning your team's hardwired conative strengths with their specific seats on the Accountability Chart, we reduce operational friction, eliminate misunderstandings, and ensure that every leader is working in their unique zone of ability.