Susan Spritz Myers

The Kolbe system is a revolutionary, proprietary analysis tool that is based on empirical research and years of experience. Its foundation is built on the fact that our “innate talents” are unchanging and constant. This is in stark contrast to our skills and learned abilities — which are in flux throughout our lives.

Using the Kolbe system, individuals are identified by the unique ways in which they initiate solutions, respond to situations, and prevent problems. In fact, the Kolbe system has identified 12 instinctive methods of creative problem solving.

However, it’s important to note that one person’s approach is not deemed “better” than another. Rather, Kolbe studies have shown that having the right mix of individual types (or understanding the current mix) means greater productivity in the workplace — and better results no matter what the objective.

At the same time, Kolbe helps each individual to understand his or her inherent strengths — and how to use those strengths to better advantage in their personal and professional lives. In this way, Susan uses the Kolbe system as a basis for personal and professional development.

“What’s next?” is a classic coaching question. Coaches often ask the question after a challenge has been discussed to find out what action a client will take with the insights developed from the session. The question can be used for the short-term or for a bigger context. Sometimes you might need to do some shorter-term “what’s next” work to get to the bigger context answers.

Resolve Short-Term Issues First

A client started coaching to determine when she might retire from her senior level position and what she could do in the next chapter of her life. As we began the coaching sessions, it became clear that some shortterm “what’s next” questions and subsequent activities had to be handled before clarity could come for the longer-term questions. She had not yet begun a succession plan to develop and determine her future replacement(s). As we uncovered areas of satisfaction and dissatisfaction on the job, she recognized that she could do a better job delegating some of her current responsibilities and providing mentoring for her direct reports.

So the current “what’s next” action steps became staff development and moving some of her responsibilities down the chain. This will give her more space and time to bring clarity to the longer term question of “what’s next,”as well as address senior issues that could serve the business that she has not had time to think about.

Joe runs a professional services business. A few years ago, he successfully merged his business with a larger firm, which has helped him double his billings and reduce the administrative issues he manages. Becoming managing director of the new firm is a goal Joe is thinking about. Yet, he knows handling more responsibility will be overwhelming.

Joe’s current challenge is that he feels completely consumed by the sheer volume of his workload. The feeling controls him and has become his biggest issue, hindering his overall success and fulfillment.

He’s beginning to delegate many daily tasks. As a result, he can refocus on becoming more of a consultative advisor — which is where his passion lies. Joe recognizes he’s resisted delegating and is now setting up structures with the staff to ensure they support his new efforts.

Acknowledge Achievements

During sessions, Joe revealed that he always focuses on what has to be done, taking almost no time to acknowledge personal or staff achievements. Although skeptical at first, Joe was willing to experiment with acknowledging his successes. He’d list them, tell co-workers or his wife about them, or shoot a quick message about them to his coach. The goal was for him to digest the good stuff which would increase his internal sense of satisfaction and minimize the overwhelming feelings. Joe’s now focused on delegating and acknowledging himself — particularly when most stressed.

Calm Renews Energy

Soon, Joe felt more energy and excitement than he had in years. The new internal structure significantly increased the number of projects he delegated. He is much calmer and excited about his business. The acknowledgment part felt awkward at first, but he started to enjoy it as his energy for the business returned. How about you? Do you recognize your accomplishments on a daily basis before moving on to what’s next? Are there tasks you continue to do out of habit or need for control? Could you be delegating these tasks to give you more energy for other parts of your business that need more focus and attention?

Newsletter articles draw on actual client experiences. The names are changed to protect client privacy.

When starting something new – whether it’s starting a new business, looking for a new job or bringing a new concept to your industry, it is essential that you make room for objectivity when getting feedback from others. It is easy and natural when we are in new territory to be more vulnerable than normal taking the negative input of others as the truth. A client recently pitched a new business concept to a colleague for a professional symposium.

The presentation wasn’t accepted and the client began wondering if his concept was viable. He was naturally discouraged and questioned his ability to articulate the concept’s value and to develop it into a lucrative part of his business model. Through our sessions, he recognized that his was a good idea. He just needed to rethink and refine the concept and pursue other opportunities to present it.

It is important to get other people’s perspectives and insights when we are journeying into new areas. At the same time, we must hold some objectivity about the source of the input and not let negative feedback destroy our excitement for creating new opportunities.