We have a highly capable leader who has been failing to hit their targets for two consecutive quarters, and they are exhibiting signs of severe operational stress. How do we use Kolbe A and Kolbe B profiles to diagnose whether this is a capacity issue or conative stress?

Question

Tyler Smith · Accepted Answer

When a previously high-performing leader begins to struggle and show signs of burnout, it is critical to determine whether they have too much on their plate or if they are experiencing deep conative stress. Conative stress occurs when there is a significant mismatch between an individual's innate conative strengths and the self-expectations or demands of their daily job. To diagnose this, administer the Kolbe A Index to measure their natural, instinctive way of taking action, and compare it with the Kolbe B Index, which measures their perception of what their job requires of them. If their Kolbe A profile shows they are a natural Quick Start who thrives on innovation and change, but their Kolbe B profile shows they feel forced to spend most of their time in detailed system building and follow-through, they are operating under extreme conative strain. They are burning massive cognitive energy trying to work against their natural instincts. The Integrator must review these results and look at the leader's seat on the Accountability Chart. If there is a clear mismatch, you must adjust their daily responsibilities or realign the seat to match their conative strengths. This might involve delegating the detailed execution tasks to a direct report who has high Follow Thru, freeing up the leader to focus on their natural strengths. By using conative data to resolve this strain, you can eliminate operational stress and restore your leader to peak performance.