The Entrepreneurial Operating System, EOS for short, is a set of practical tools and concepts used by over 100,000 companies around the globe to simplify, clarify and attain their vision. With Kolbe serving as the endorsed tool of EOS Worldwide, there is a natural overlap between these two worlds. EOS sets the vision, but Kolbe provides the baseline understanding of the individuals charged to establish that vision.

In this blog, let’s answer if organizations can lean on assessments to learn and develop their teams. We will use bits and pieces from a testimonial I received from the Hamlin Building Center (one of my clients). I hope their insights and findings provide some clarity on if and how you should be using assessments.

While there are disputes among data out there, one fact cannot be ignored - we are navigating through times of uncertainty. And while much of the content we consume may come across as negative, my hope is this blog provides you with a healthy dose of perspective, optimism and encouragement. Especially as your organizations navigate a new normal.

Over the last few months my blogs have talked a lot about examining the individuals and teams within your organization, and scaling them accordingly. In this post we’re going to talk about what is looks like to actually lead through what’s uncovered in the results, and how to maintain your productivity as you impact change.

As a reader of this blog, most likely you have taken the Kolbe A™ Index. And, for many of you, your team members have taken the Kolbe A™ as well (and you have a deep understanding of your results). You joke around in meetings when you see someone’s Initiating Quick Start™ kick into action; and know not to interrupt that Initiating Follow Thru™ when their door is closed.

Employee burnout happens over and over in organizations big and small, and it’s an issue that can impact the effectiveness of your leadership. The issue is this: your people have overwhelmed employee syndrome, and we’re not addressing it enough.

Over the last year I’ve covered a lot of topics. Most recently, I covered the idea of placing the right person in the right seat using Kolbe Wisdom™. One area however that I’d like to cover in more depth is the area of how an employee best utilizes these resources, and what questions they should be asking.

Over the last year I’ve covered a lot of topics. Most recently, I covered the idea of placing the right person in the right seat using Kolbe Wisdom™. One area however that I’d like to cover in more depth is the area of how a manager best utilizes these resources, and what questions they should be asking.

When it comes to growing a business, having the right person in the right seat is essential. Most leaders - like you - understand that. However, many leaders understand the concept, yet fail to implement techniques to achieve a “right person, right seat” solution.

Successful organizations are able to break free from the conception of their own truths. What I mean by this is that they are able – and willing – to look at truth outside of the lens of what they create (or what their belief is). When it comes to instincts, we as leaders too often aren’t willing to look beyond our own perspectives. Instead, we come to our own conclusions – and assume – ideas of what instincts mean and how they play a part of their teams. Because of this, we miss how they are impacting our organizations.

One prevailing factor in workplace aggravation is that one co-worker. Most people can relate to having that one person in their office that irks them to no end. But I challenge you to think about it differently. How can you use their talents to your advantage?