247 Elevate Communication and Productivity with the Kolbe Index with Heidi Metro
I've learned about a new assessment tool and it can be used to elevate your communication and productivity. I am joined by Heidi Metro, visionary & CEO of When You Lead, and she's uncovering the fascinating world of the Kolbe Index. This lesser-known but highly impactful assessment zeroes in on the conative part of the mind, revealing how we naturally approach challenges when we’re free to act as ourselves. Heidi walks us through the unique insights this tool offers, setting it apart from popular assessments like Myers-Briggs and Enneagram, and explains how it can enhance leadership styles, team dynamics, and even family communication.
In this episode, we cover:
- Introduction to the Kolbe Index
- Interpreting Kolbe Index results and I share mine
- Impact of Kolbe Results on work and life and the application in team dynamics
Connect with Heidi:
www.whenyoulead.com/
www.instagram.com/heidimetro/
www.linkedin.com/in/heidi-metro-coach/
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FULL TRANSCRIPT:
Megan:
All right, friends, I'm about to do something totally scary here today. I am about to, in front of all of you, learn things about myself I didn't know, through a new assessment, and you guys are going to be hearing and learning about me real time, and you're going to hear about the time I got fired. Yep, all right, let's do it. Welcome to the Work-Life Harmony podcast. Guess what? You don't have to feel constantly overwhelmed, exhausted and stressed out. There is another way. When you have the right systems and tools to plan and manage your time, you can live a life of harmony. If you're ready to stop feeling overwhelmed, this is the show for you, hey everyone. So we are both for you. Hey everyone, so we are both.
Megan:
All of us here today is going to learn interesting things about me real time that I don't even know about myself yet. So I have an amazing guest, heidi, here today. I'm going to have her introduce herself here real quick and tell us a little bit about what she does. But what we're going to be unpacking here today on the show is Heidi introduced me. You guys know I love all things personality tests and discs and assessments and all of that Anything to help me learn how I tick better so that I can work better with others. Well, heidi introduced me to the Colby Index, which, I'm surprised, did not come across my desktop.
Megan:
I took the assessment. Unfortunately, guys, it's not free, so those of you like going out right now, heidi's going to tell you more about how you can get this assessment. I took the assessment, I sent my results to Heidi and, here on the show, live in real time. Today I'm going to learn about myself and what the outcome of my assessment is. So I'm really excited about this. Heidi, welcome, and why don't you tell everyone about yourself?
Heidi:
Oh, megan, I'm so pumped. It's so fun to be able to bring this information to newbies, and I was new to this assessment too. I think most of us have taken a million, but this it's been around for 25 years. It's not a new one, but it's just new to most people. It is personal and business development's best kept secret, which is one of the reasons I'm excited to share it, because I don't want it to be a secret. That's not the point.
Megan:
So tell everyone what you do then in your line of work. That brings this all in.
Heidi:
So my name is Heidi Mitro. You're going to see Metro and you're going to say that out loud and then you're going to go. Oh, that's right, she said it was Mitro, so we'll send you the secret handshake. You was Mitro, so we'll send you the secret handshake. You're now in.
Heidi:
You have exclusive behind the scenes, but I have a company called when you Lead Coaching and Consulting, and we really have this philosophy that every single person on the planet is a leader, and when you lead in your particular way, the world changes, and I think there are zero exceptions to that. We are all the leaders of our own lives. Some of us lead other people and we have different decision-making requirements, but I genuinely, and we as a company, know that everyone are leaders, and so we use the Colby assessment, this index, to help people understand how they lead on an instinct basis, and then what we do is we help teams to come to a collaborative place knowing each other's Colbys, so we really level, set the language and then we leverage their skills and talents to make sure that everybody's got a seat at the table.
Megan:
Oh, that's fantastic. So what is the Colby Index or Colby Assessment, kind of the 30,000-foot view of this.
Heidi:
Yep, so there are three parts of the mind and this is something that I was new to. I was like, well, I know I feel scatterbrained, but what do you mean? There are three parts of the mind and this is Colby language. So if you think of the three parts, one is cognitive. So think of that as your resume. These are your skills, this is your education. So think of that as your resume. These are your skills, this is your education, this is your experience. I can write it all down and, for the most part, you can test it. The affective part of the mind. That's really where most of the other assessments fall. So, if you know your Enneagram, you know your Clifton, you know your, you know 30 years.
Heidi:
Briggs or all of that. Ok, yes, and that's really important for you to have an understanding of how you make decisions from like a values and an emotive place.
Megan:
Okay.
Heidi:
Really that third part of the mind. There's a new word, and for those of you who are Googlers, you're going to want to write this down there's the conative C-O-N-A-T-I-V-E, the conative part of the mind. This is who you are, on an instinct base. So if you were given a problem and you were free to be yourself that is a huge caveat free to be yourself how would you solve it? So this is this inner drive, this is the instinct base and how you do when you're free to be yourself and that is my like little girl, still peace on earth. Dream is that we really aren't all free to be ourselves. Like, wouldn't that be something.
Megan:
Now I remember when you were telling me about this, one of the things I thought was fascinating because you know, I've. I've taken Myers-Briggs assessments since I was a young girl and my letters have changed, yes, over over, over time, and I've even met people. Enneagram's an interesting beast, because I don't. I don't think those change, but it takes you a lot of maturity to get to your real numbers. I that's my personal opinion on it with the Colby you were sharing these typically does not change over the course of your life, right?
Heidi:
And is it?
Megan:
because that style of how we do stuff just doesn't change.
Heidi:
Yes, and if you take it with that, free to be yourself truly.
Heidi:
And for a lot of us, like, if you've had an upbringing that you know was healthy, think back to that 10-year-old self. I've had some people where their 10-year-old self may not have been their healthiest version. Right, there's lots of circumstances. But if you think about, like, when I have an 11-year-old right now and she's so free and everything is fun and she's like still sparkly and has like this magic to her, and if I give her a problem, it's very obvious how she begins to solve problem.
Megan:
It's very obvious how she begins to solve and it's funny you say that my daughter and I approach problem solving very differently, very differently, which makes it hard for us to work together. Sometimes we're in problem solving mode.
Heidi:
Yeah, and that problem solving mode is really an important piece because that typically does not change. And if you were to retake the Colby, statistically speaking it should not change. The numbers may shift one direction or the other by one number, but statistically speaking it should not change really changed Right, whereas other things have.
Megan:
Like when I've taken the Myers-Briggs in different seasons of life, my letters have changed based on the emotional, the current load.
Megan:
I'm in all of that so this is really interesting, and the reason why I thought this would be a great conversation here as it relates to everything work-life harmony, time management, organization, planning, productivity is when. A common problem that almost all women have when they find me is I have all this stuff that needs to get done. I only have this much time. This is a problem we need to solve right, and different people step into how they tackle this differently, and so I thought this is a awesome tool to bring into my own toolkit to understand some of this. So everyone I went ahead. It was is it about $50? To take the full 55,? Yep, 55.
Heidi:
So I paid the $55. If you hire us to do an interpretation, it's all included. So I don't want them to go out and do it, unless they don't want the interpretation part. If they do, you can just go to when you lead dot com and we'll get you all connected. But yes, it's fifty five dollars without yes.
Megan:
If you're Googling it like, oh, let me go take this, don't just like pause, let's listen to this, and then we'll give all the scoop of how you can do it. So I went and paid to do the assessment. I took the assessment and then I shared all of my results with Heidi, and my results are it's four numbers. So my results came out as a 7762. And so I, you know there was a brief little thing I could read about it, but I really don't know much about this yet. So together Heidi is now two, and I'm a little nervous about this. I'm like I'm going to share who I am with everybody together, I know, but I thought this would be fun and real. So Heidi is going to dive into 7762, and we're all going to learn a little bit how Megan solves problems, leads, etc.
Heidi:
Well, and I just want to honor them. I know and I really just Heidi to Megan want to honor the vulnerability that it takes to do this, and the best part about what's going to happen is you're going to learn more about yourself and then, I promise you, everyone else is going to be thinking like yeah, yeah, that's fine, what are mine Right? Absolutely.
Megan:
And we're going to do a short version of this here today for the show, knowing that I'm probably going to be following up with you for stuff.
Heidi:
for the show, knowing that I'm probably going to be following up with you for stuff. Yeah, and typical interpretations do take about an hour. I like to have that spaciousness. I want you to be able to ask follow-up questions, and so this is a very abbreviated little snack. Think of this like the tapas of the assessment world. I like tapas Sounds good when you come to your interpretation, yeah, interpretation, where you're going to get a full meal, okay, okay, perfect.
Megan:
So what I'm going to do, I'm going to share my screen and I'm going to show you one slide, okay, and for those of you that are not, you know, that are just listening to the podcast here, not seeing the video, don't worry, we're going to talk through what is being shown on the screen screen so you're not missing out.
Heidi:
You won't so what megan has shared is her mo okay, so everybody will have actual notice operanda exactly so it's the, the sum of these four numbers. So I also have my, my mo, which is a five, six, seven, two. And what I share the last number together, I know and we have such beautiful synergy between the other three numbers. It's one of the reasons I really track with what you're saying and how you speak and when I look at all your stuff I'm like God that makes so much sense to me.
Heidi:
And it's important to know that not everybody's going to show up that way, absolutely. And so then we get to customize. When I first started my business, it was very much about coaching and I wanted to be able to coach to the client, customize it for them and allow for the space between our numbers, so to speak. Right that I could clarify and see where they're coming from. Because one of the beautiful things about Colby and for those of you who are Googling it right now stop, because it's spelled K-O-L-B-E.
Megan:
Yeah, not the way you think. Right, it's not what you think.
Heidi:
So what's been wonderful about Colby is it's predictive. So when I look at your numbers, I already have an idea of how you're going to show up, at least cognitively. So this is really important. I won't know you're affective and I will not know you're cognitive, but I have a pretty good idea, based on your MO, how you're going to show up conatively. So I am going to share my screen for those of you listening. Don't worry, I'm going to walk you through it. I try to tell stories so you can actually hear it and see it in your mind's eye. Megan, can you see that? Okay, yes, okay.
Heidi:
So this is a very comprehensive slide, and what this is showing are the 12 Colby strengths and I want you to hear these words because you have all 12 strengths. Everyone does. And so, yes, you have your MO of 7762, which means that you have four of these that come more naturally to you. You have four of these strengths that come more naturally, and so I'm going to just take you across the top of this uh graph or um visual. So there are four action modes fact finder, follow through, quick start and implementer Again, fact finder, follow through, quick start and implementer. And then they range. There are zones of operation that range from counteracting, so this is where you kind of pump the brakes, or you're in this middle part of the space where you're more of a reactor. You can kind of go either way and then on the bottom end of this, this is where you initiate action. So, within each mode, you're going to have a number. Does that track Megan? Yes, totally Okay.
Heidi:
So I'm going to go through Megan's MO and just give you her words, because it's really, really important when you get your results back that you remember and write this down. For those of you who write notes and your podcast is so fantastic I'm like, oh my God, I'm writing notes all of the time when I'm listening to your podcast I can't give so much value. Handle it Well, thank you. So if you are writing this down, the numbers represent words. The numbers represent words. It does not represent how good you are in a certain mode. It's representing your words. So for you, megan, your wonderful gift, your strength and fact finder the first column is to specify. So Megan has a 7 in FactFinder, so her Colby MO begins with specify. Factfinder is how you gather and share information. So gathering and sharing information is part of what we have to do as humans. It's just like it's part of the gig. But in FactFinder there's simplify, explain and specify, and Megan's gift is to specify In.
Megan:
Follow through Now what do you mean by that? By specify? You want details, okay, so. I'm wanting to get as many details as I can when I'm researching about facts.
Heidi:
Correct. And research is another and facts is another key word of what is called an initiating fact finder. So when I look at your MO, you are what's considered an initiating fact finder, because your longest line is, in fact, finder at a seven. You also have a seven and follow through, but there is this order that they go in, and so you are technically an initiating fact finder with a co-acting follow through. Okay, are you tracking?
Megan:
so far. Yeah, yeah, and it's true. I'll say, like when I am, when I'm given a question I can't answer, or like, oh, how are we going to do that? I do like to spend time going. Well, hang on, let me ask questions, let me get as much information as I can, so I can better ask the questions.
Heidi:
Investigating Google was made for initiating fact finders. Bring it. Okay. If you are listening to this and you're like that makes me want to die, you are more than likely not an initiating fact finder. The other two gifts in fact finder are to simplify and to explain. So simplifying fact finders this is where you're like just give me the CliffsNotes.
Megan:
See, see, it's interesting because when I saw those words I was like, well, hang on. My whole mission is to simplify things. Yeah, but I can't get there correct until I have spent a lot of time specifying and gathering information, whereas I know people that are instantly like no, no, just net zero it. For me like yes, and I'm like I can't, I can't yet. So that makes sense to me and for you to know their MO.
Heidi:
You would know that you would be in like a polarizing category, and then what would be really helpful for the two of you is to bring someone like me in, because I'm in the middle, right, right, so having an explainer who can be the bridge where it's like I can hang with you, right. I can understand why you need this information and, by the way, these are needs. This isn't something you can bypass Like. This is how you operate.
Heidi:
And it's the same with a simplifier they can't do it. They're able to do it, but if they have to do specify and they're actually simplified they're gonna burn out. This is why you get quiet quitting. This is why people may not complete programs is because you're not communicating in the way that they can hear you Got it.
Megan:
Okay, that's really powerful. Yes, and it's All right, so our next number is in the follow-up, it's follow-through.
Heidi:
I want you to think of follow-through as systems. Everyone's listening is like oh yeah, we all know, we're know, yeah, we got you sister, so, but this think of this is how you put things in order. So it ranges from adapt to maintain to systematize, and Megan has a seven, so her gift in follow through is to systematize, and no one is shocked by this.
Megan:
Yeah, and anyone listening to the top program or any top program students listening to this podcast. Every process I teach in the program was me systematizing to solve the problem. Right, it wasn't a one-time quick fix? Yeah, and it wouldn't be. If I had not ranked that, I would have questioned this Colby index.
Heidi:
I don't know. When I got your numbers back, I was like, oh, this is why I understand the way that she processes. We have very similar Colbys, but we also. I was like, oh, this is why I understand the way that she processes. We have very similar cool bees, but we also. I understand where you're coming from and there may be people that you're working with who are in adaptation for follow-through, where they're maybe going to use two or three of your steps. There might be other people who and you may actually have a lot of them. This is a hypothesis, this is not proven, but I'm wondering how many people are attracted to the work that you do who are actually in the middle, where they really thrive on a system but they don't want to come up with it yes, and that 100 does, and I know I have women in all three of those based on questions that I get and where they're like, well, yeah, I watched it, but I it, but I haven't done that.
Megan:
I skipped to the next step. I'm like, well, this is problematic, on why we're running into issues and this is even shedding really valuable insight just for the team members here at the Pink Bee as well. I can see, based on these three, who on my team falls into which one of those buckets.
Heidi:
neither bad or wrong, but it gives a lot of clarity around why it's better for certain team members to create the systems and others to go great, I'll just follow along and have no problem with that, and I will caution everyone, including myself, to not try to guess people's MOs. I've been wrong a lot.
Heidi:
I'm wrong about 50% of the time because some people have had to adapt their Colby's or adapt the way that they do things to fit and that's one of the problems that we help solve as a team is because that is a big deal and people will quit and you will have no idea why, but oftentimes they have been outside of their natural MO for so long that they just physiologically cannot do it anymore, and so, while, yes, you may be able to see that, we wouldn't know until they took it and there was their assessments to find out you saying this guys, all right, we're throwing it all out on the table here.
Megan:
I'm going to share something I don't think. I just don't ever share this because I'm still anyway. In my mid to late twenties I moved to North Carolina and got a, you know, moved without a job. All that get my first job and I was put into a position where the position I had left what I'd been doing for a long time I'd been running a team of over 60 people and I was used to creating the systems all of that streamlining and long story took me a while to get a job after moving. So I took the job I could get and I was now looking back on it, being hired to adapt what someone else had put in place.
Megan:
And wow, I'm gonna say, I'm just gonna say it um, I got fired. Yeah, so about six months after getting hired I got fired. Now realizing because I wasn't adapting, I was doing my gift, which was looking at what was put in place and seeing a million in efficiency and doing what I thought they were hiring me to do. And you know they like to say I was quote let go because the company was going bankrupt and they were downsizing, but the day I got quote downsized I was the only one and it was another three months before they actually downsized. So let's call it what it is. Which was I got fired, and I'm now realizing it's because I couldn't get into that adapt role.
Heidi:
I just want to honor the complexity of that. Megan, thank you for sharing that. You know I'm feeling very validated on my fire.
Megan:
Thank you for that.
Heidi:
Those were making me feel like they weren't wrong.
Megan:
I wasn't wrong. We just weren't communicating on expectations and each other's strengths.
Heidi:
So yeah, had they brought our team in and we were able to find that out. Yeah, so oftentimes it would have been very different find that out, yeah, so oftentimes it's been very different. Yes, because oftentimes what happens is think about let's go back to the three parts of the mind right, they're hiring based on your cognitive, the cognitive part of your mind. They look at your resume and they're like, yeah, she has the skill to do this. Skill is different than MO. Yeah, so Colby is actually designed to be used in hiring and so, yes, you can give a job description. That's wonderful, and it's only one part of it. So what we do is help teams to understand does the job description actually vibe with their MO? And if not, we need to decide, because the person's not changing, clearly, I didn't and thank God, i's not changing.
Megan:
clearly I didn't and thank god, thank, I know, yeah, I didn't we one of the.
Heidi:
The pieces that is really sad to me is that there are so many people thinking you know I've done something wrong, or there's something wrong with me, or there's drama on a team. When drama shows up on a team, or if someone is internalizing the way that they're being managed, that's a problem. Yeah, and we spend our adult life working. Yeah.
Megan:
Oh my gosh.
Heidi:
Assessment this is the word that you used was validating, and I just I'm just going to give you a hug. I'm like oh man, so happy for you.
Megan:
Yeah, you know sometimes it takes us 20 something years to get there, but we get there All right.
Heidi:
So then our third category is quick start and I I'm just going to say it I have a hard time with the name of this category.
Heidi:
Okay, cause even I was like what does that even mean? It's not about speed. I want you to think about this as risk. So if you can think of quick start as risk and change. And so there are three different zones of operation within this mode and they are stabilize, modify and innovate. So stabilizing quick starts are going to pump the brakes. They're going to be like hold up, let's protect the status quo a little bit, let's not make change just to make change. The middle quick starts they can go either way. They're like you know, yeah, if we need to change, we can, but hey, what if we question this first? And then, really, the initiating quick start, which is what I am. This is where you innovate. So, if there's change or if there's a problem, my natural MO is give me a whiteboard and a bunch of smelly markers and let's mind map this. So Megan is an initiating fact finder. She's going to Google it.
Megan:
I'm going to Google it probably. Third Well, no, I got. Oh no, initiating fact finder. Okay, Got it.
Heidi:
I was looking at the start, not fact finder. So Megan's quick start is modify. And you're right on that border, which surprised me, yeah, and I'm right on the number.
Megan:
Right before the innovate I would have, I would have struggled where to put myself there. But seeing it right on that line makes sense to me because I am risk adverse in some ways. But I also do love change. But I don't like change for change's sake. I want to make sure there's a reason for a change.
Heidi:
Yes, and you're going to Google why. And then you, before you make the change there will more than likely be a system that you're changing, yes, and you're going to Google why. And then you, before you make the change, there will more than likely be a system that you're changing, yes, and so when you're given a problem, it makes perfect sense for you to go let's ask questions, let's clarify, let's Google it. What is the system that we can design around this? And then let's go yeah, 100 percent me.
Heidi:
And then with implementer. Then and I want to be really clear about implementer is O-R implementer, and this is not about you. What do you mean by O-R implementer? Yep, so this does not mean that you either implement or you don't. Oh, okay, I live in the Midwest and implement is farm equipment, so are you an implementer? Means how do you handle space intangibles?
Heidi:
okay so if you are on the counteract implementer, you can see the big picture. And this is where both megan and I fall. I don't need you to prove to me that there's a tractor for me to be able to see it like. I don't need to build a tractor. Right gotcha in the middle is restoration. You're not going to build anything from scratch. You're going to fix what you have. Those who are in demonstrate and implementer these are the ones who are the builders. They are the ones, like the architects, who are actually building the actual model. Think of this as like a specialist, as a surgeon. They're very specific and detail-oriented and quality-minded. I don't need to build a tractor. I have zero interest in that. I can see it in my mind's eye. That's good enough.
Megan:
Let's go, yeah and so you and I have the same number on this one. We're both in that envisioner. Now, this is because you said I can see it in my mind's eye, curious if this falls into this category or not. So one of my mom's gifts that, thankfully, I kind of have some of is when I was first starting out on my own. We would go to like garage sales and things and she's really gifted.
Megan:
She could see that old, beat up dresser for $10 and could see what that could become with a little bit of elbow grease and so, like I furnished my whole first apartment, with the exception of my bed, for like under 70 bucks at garage sales and we went home and did the wood putty and did the sanding and the painting and the standing you know sanding and all that for my dresser desk and that because together we can see that hunk of junk and we're like, oh I, I know what this will be, whereas we'd bring it home and I would use my parents garage to fix stuff up and my dad would see it and be like I don't even understand why you bought it Like to him. He could not see no matter what. We said that what this was going to be until it was done. Is that an alignment with that envisioning some?
Heidi:
Yes, and interesting. Just because you can see it doesn't mean that you'll necessarily want to do it.
Megan:
Yes, I was going to say, now I could see it, but where where my mom's gift was was, she could actually make it happen a lot better than I could.
Heidi:
I didn't always and I cannot, I couldn't always make it. I would rather hire it out. I would rather communicate my vision to someone who had that MO.
Megan:
Same, but I can see like my and I could do it if I had to. It just wasn't gonna be great. I wasn't the best person for the doing it. Oh, and she's bringing so much clarity even into my team. She's just gonna say what are you?
Heidi:
recognizing, Say it say it.
Megan:
Yeah, thankfully I have the most amazing COO, taryn, shout out to you. She sees my brain, she understands when I tell her the things, but it wouldn't happen the way it happens without her. And I always say, like, could I do it? Yes, of course, yes, but it wouldn't be as good, it wouldn't be as efficient, it wouldn't be as polished. Right, and I wouldn't.
Heidi:
I'd be kind of miserable and you couldn't do it long term without being miserable.
Megan:
Yes, 100 percent, except for the few things I love, like there's certain software things I love to tinker with or whatever but it's more than likely you're trying to come up with a system. Yes, 100, and to me I am, when I my hands are on it, I am solving the problem and creating the system as I know the tool.
Heidi:
So, oh my gosh, you're doing the research of it. Yes, right, it's so fun, and so that's like the CliffsNotes version of what what the Colby is. And for you, as a fact finder, you're going to have more questions. You're going to be like, okay, now I need to put this in order. So I just want you to know, human to human, like I'm here for all of it, I love it.
Megan:
It's interesting because one of the things I like to do whenever I'm working with the students in the program and those of you listening, you hear me say this on our live calls Like, ok, if you have a question for me, I want you to state the question first and then you may give me the supporting information instead of just starting to talk. And you may give me the supporting information instead of just starting to talk, because now I know it's because I need to know problem, and now I'm listening my version of Googling all the details to then be able to to hopefully provide a great answer for people or ask the right follow up questions to get what I need, whereas if someone just starts talking, I'm just I'm like where are we going? Where are we going? I don't know where we're going yet and it's harder for me to give supportive information and that's very physiological for you and for someone like me.
Heidi:
I'm not going to get to my question until I start talking. I need to get, I need to give you all the and I need to speak it. Yeah, so that's. The other piece about these MOs is there are different ways to communicate with the different MOs, and that's part of where I become a translator. So on my team, I have a team who they do have a lot of fact finder energy and they like things in writing so they can reference it. I'm like, if you send me anything longer than a two paragraph email, I'm going to, it's going to stay in my inbox because it's too much for me to process Right, whereas if they were to give me a voice message back I do very well with voice I don't need to read it. I don't want to read it, and so we use technology that supports us both.
Megan:
Yeah so when I'm thinking in my own family unit, my daughter is more like you, where the talking is the processing of, and then we get to the question and that's I've learned, that's, that's her, and so I'm. I do better with it, but it's still like it's hard for me to follow that path with her.
Heidi:
I have to learn to be still yes, and so one of the tools that we use, especially for teams or for couples or for CFO CEO combos, is we do what's called an A to A, do you?
Megan:
do this with husbands and wives as well. Yes, Because, oh my gosh, I like seeing light bulbs going off on certain styles. Oh, we've got police officers. I love communication with even my husband and I.
Heidi:
I'm like oh yeah, we've worked with a lot of couples. Yeah, and this has helped my relationship even with my own partner, mike, because he is an initiating fact finder and I don't need the same amount of facts that he does. And my initiating quick start was very stressful to him because I might have 10 ideas but he is like thinking he needs to research them in real time and I'm like, dude, only one of these is probably good, like why are we researching already? Yeah, and it's funny, I'm not I'm.
Heidi:
I am unclear what my husband's would be, so it's fascinating for me to learn that, and I would be happy to help you with that it really that dual, that dual reading is so cool because we'll give you a report that puts both of you side by side so that that bar chart that you got you'll get his. And it literally says it goes category by category, right. It goes fact writer, follow through, quick start, implementer. And it literally says the worst mistake you could make.
Megan:
So when mike got, when we got our deal, this could be an interesting follow-up, although I know he did not do this on air mistake yeah, and what I love about this kind of back to this being a different kind of assessment.
Megan:
Like we've my family, we've all done the.
Megan:
You know the myers-briggs and the whatnot, but, and when you're reading about those, it's talking a lot more at that emotional level of what do we each need emotionally, what do we need here? But what I love about this because I do get questions a lot and I talk a lot about setting up what I call a family communication center, which is basically here's the reality of our lives this week. Operationally, here's how we're solving all the problems, aka everything that needs to get done. Operationally, here's how we're solving all the problems, aka everything that needs to get done. That this is where I think this would come into play, with families so powerfully to know how to present information, how to talk about ooh, this is a tricky one. How are we going to figure out how? You know we need to be in three places at one time? How do we figure out this problem together? It's so much more pragmatic as opposed to the emotional that I think this would be a huge benefit in that area too and what, how we use it in our own family.
Heidi:
And if you're taking this version of the colby, it's 18 and over, but they do have a kid's version, but this for us, I am able to remember. Oh, that's right. This is how Mike processes information, right. And when I am working on my own projects by myself, I prioritize my own Colby. When I am collaborating and there's a collaborative problem, we have to keep every. This is on my team too. We have to keep everybody's Colby's in mind. So that's where the platinum rule comes in, which is to treat others the way they want to be treated, and then it doesn't be. We don't make it personal.
Megan:
Yeah, my tea, this isn't personal no, let's align everyone with their natural strengths where wherever possible, as much as possible, right and knowing that everyone has all 12 strengths and that.
Heidi:
So I can't say like I can't specify or I can't stabilize, because it's not true. Of course I can, but if I have to go outside of my natural MO for a long period of time, I'm really unhappy and I make everyone miserable. It's so funny.
Megan:
we just recently Taryn and I just recently experienced this with something that was, you know, under the confines of traditional job descriptions or whatever probably was sitting in her wheelhouse, assigned to her, and it's stuff I actually enjoy. But, if you follow true CEO rules, you know this is probably not what you should be doing and thankfully we had the conversation on our weekly call where she was just finally very open and was like I'm dreading this. I was like, oh my God, I want it back.
Heidi:
Like I love that.
Megan:
And then I had all these other ideas that I want done, but I don't want to be the one who did them that were going to fall to me and we're like, great, I'm taking back because I enjoy it, and now these other things are being done, and so I think this also gives some flexibility, just because you're also strength-centered.
Heidi:
Let's design your role as humanly as possible. Let's bring humanity back to the workplace, right, and this is also about being equity-centered. We don't all need the same thing, but let's create the environment where you get to lead your position and you have more decisions to make. That's true, right, we center your strengths, we center the equity of your team. I mean it is just oh, no, I agree. Yeah, I know. Did you drink the Kool-Aid?
Megan:
Megan Did you drink it? Yes, no, 100%. This is whether it's in a team environment, a family environment. I can 100% see this is filling a void that a lot of the traditional personality assessments are not filling, Because we are a system of doers, like we just are. Yeah, 100%. So for people interested in going. Okay, I really want to take this next step, where?
Heidi:
do they go? So go to when you leadcom, when you leave. Okay, is that y-o-u? We'll have a link in the show notes. Okay, perfect, yes, when you leadcom, you can also find us, you know, all over social um linkedin, instagram, facebook, those things and you can dm us if you're like, if you're a quick start and you're, just tell me where to go. That's what. That's my famous word or my famous phrase on our team. Just tell me where it is. I don't need all the details, so you can DM me and I will reach out to you, I promise. Or just go to when you lead dot com and it'll be right there for you to be able to connect with us. Take the Colby and get your interpretation.
Megan:
Oh, so so helpful. Heidi, thank you. This was so generous of you to give all this time. I really really appreciate it. Getting on top of all things time management, organization and productivity doesn't have to stop just because this episode is over. If you are feeling overwhelmed, your calendar's out of control or you're just running in a race that will never end in terms of your to-do list, I have great news for you. I have an app in both the App Store and Google Play called the Pink Bee, and it is chock full of small but incredibly powerful trainings to help you get out of overwhelm. It includes my signature Ditch the Overwhelm training and introduction to my time management framework, built specifically for women. In addition, you get access to my epic one notebook challenge and some tips and tricks on how to get your phone organized to minimize distractions. All of that is available for you right inside the Pink Bee app. So open up either your app store or Google Play, do a search on the word the Pink Bee all one word and download the app to get started today.
