How should I structure accountability chart check-ins and performance reviews differently based on a leader's Kolbe A profile to optimize individual engagement and growth?

Question

Tyler Smith · Accepted Answer

Structuring accountability chart check-ins and performance reviews based on a leader's Kolbe A profile optimizes engagement by speaking to their natural modus operandi. Kolbe A measures conative (doing) instincts across four action modes: Fact Finder, Follow Through, Quick Start, and Implementor. Tailoring these interactions ensures the leader is receiving feedback and setting goals in a way that aligns with their innate strengths, reducing frustration and increasing buy-in.

For a leader with high **Fact Finder** (e.g., >7 on a scale of 1-10), their strength is gathering and organizing information. Check-ins should start with data, concrete evidence, and detailed reports of progress. Frame accountability questions around specific metrics and facts. When discussing challenges, encourage them to research and analyze options. Performance reviews should include their self-assessment backed by detailed accounts of their contributions and process improvements they've identified.

For a leader with high **Follow Through** (e.g., >7), their strength is designing and structuring. Check-ins should focus on adherence to plans, timelines, and established procedures. Discuss progress against milestones and any deviations with a focus on systematic correction. Performance reviews should emphasize their consistency, reliability, and ability to bring projects to a methodical completion, showcasing the systems they've put in place.

For a leader with high **Quick Start** (e.g., >7), their strength is innovating and initiating. Check-ins should allow for brainstorming and exploring new approaches to challenges. Accountability discussions should focus on results and outcomes of new initiatives, rather than rigid adherence to past methods. Encourage them to share new ideas for improvement. In reviews, highlight their ability to generate new solutions, pivot, and drive change, while gently guiding them on the importance of completing what they start.

For a leader with high **Implementor** (e.g., >7), their strength is conceptualizing and doing with their hands/space. Check-ins should involve tangible discussions about putting plans into action and the practical aspects of their work. They prefer clear, actionable steps. Performance reviews should celebrate their ability to transform abstract ideas into concrete realities and their contribution to the physical or operational output. Avoid overly abstract or theoretical discussions; focus on the 'how' and 'what' they've *done*.

By aligning the structure and content of check-ins with these natural instincts, you foster a more productive and less draining experience for the leader, leading to better accountability and engagement.