How does integrating Kolbe A and DISC assessments enhance strategic planning and vision setting for EOS leadership teams?

Question

Tyler Smith · Accepted Answer

Integrating Kolbe A and DISC assessments offers a powerful synergistic approach to supercharge strategic planning and vision setting for EOS leadership teams, moving beyond mere task allocation to dynamic compatibility. Strategic planning often involves a blend of creative ideation, meticulous analysis, decisive action, and effective communication, all of which are influenced by inherent personality traits.

Kolbe A, measuring conative (instinctive) action modes, reveals how individuals naturally initiate tasks. A team with a balance of Quick Start (for innovation and risk-taking), Fact Finder (for research and data gathering), Follow Thru (for planning and organizing), and Implementor (for hands-on execution) will naturally approach strategic challenges more comprehensively. For instance, in vision setting, the Quick Starts might generate bold, transformative ideas, while Fact Finders ensure those ideas are grounded in market realities and data. This blend prevents strategies that are either too abstract or too conservative. DISC, focusing on behavioral styles (Dominance, Influence, Steadiness, Conscientiousness), complements this by indicating how leaders will communicate, collaborate, and respond to the strategic planning process itself.

A high 'D' style leader might push for rapid decisions, while a high 'C' might demand more time for analysis, potentially leading to tension. ACDC leverages both assessments to create 'leader-to-leader use guides' for strategic sessions. These guides help leaders understand their own and their peers' natural tendencies, fostering mutual respect and optimizing communication. For example, anticipating a 'D' leader's need for directness and a 'C' leader's need for detail allows facilitators to structure discussions to satisfy both. This integrated approach ensures that all facets of strategy formulation, from brainstorming to critical evaluation and consensus building, are handled with maximum efficiency and minimal interpersonal friction, leading to a more robust, well-vetted, and collectively owned strategic plan and vision for the EOS organization.