November 29, 2023 • 31 mins
Ever wondered how your cognitive instincts influence your professional life? This week we're joined by Dominic Loffredo, a certified Kolbe instructor, to cover this unique personality test that measures the cognitive part of the mind.
We examine how the Kolbe assessment varies from other popular personality evaluations such as Myers-Briggs and CliftonStrengths. We explore how each Kolbe mode affects critical aspects of our professional lives: decision-making, problem-solving, risk tolerance, and physical tasks. We dig into how these categories play out across different industries and roles within a company, especially your law firm.
To learn more and have Dominic and The Million Dollar Solution® provide Kolbe coaching for your firm, reach out to them directly at info@themilliondollarlawyer.com
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
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Speaker 2 (00:53):
This is Center Stage putting your firm in the
spotlight by highlightingbusiness owners and other
industry experts to help takeyour firm to the next level.
Hey everyone, and welcome toCenter Stage.
I'm your host, john Henson, andthis week we are talking about
another really cool personalityassessment that we've used here
(01:14):
internally here at SpotlightBranding, to better understand
how each of us work, how we fitinto our roles or what, maybe
even what roles fit certaintypes of people.
We've had episodes in the paston this show about Enneagram and
CliftonStrengths and Iencourage you to go back and
check those out.
But this week we are talkingabout the Colby assessment and
(01:34):
I'm sure a lot of you are veryfamiliar with that, and so I am
joined by a certified Colbyinstructor, dominic LaFredo,
this week to tell us all aboutit.
Dom, thanks for joining us.
Yeah, thanks for having me.
John, Glad to be here, awesome.
So for those who aren'tfamiliar, dom is with a group
called Million Dollar Solution.
We've had Julie Steinbacher onthe show a couple of times and
I'm sure he will tell us moreabout that great organization
(01:56):
later on.
But before we dive in, tell mea little bit about how you got
involved in Colby and why you'rehere today.
Speaker 3 (02:04):
Yeah, so the background of my job a lot of it
involves the human resources,the people side of law firms and
businesses and our company hasbeen using Colby for 15 years
now give or take, and beginningof the pandemic.
Part of my job is eventplanning.
That slowed down and we're bigon the continued learning and
(02:27):
development and theiropportunity arose to attend a
training to get Colby certified,since we use that a lot in the
hiring process, talentmanagement development, ongoing
from beginning to end.
So that's kind of where Ijumped into it.
It was pitched to me in a waythat really resonated with human
(02:49):
resources and just in peoplemanagement as a whole, and so
that's really why and when Idived in.
Speaker 2 (02:56):
Awesome and so kind of broadly speaking, what is the
Colby index assessment and howdoes it kind of differ from
other kind of like personalitytests like a Myers-Briggs or a
Clifford Strinks or stuff likethat?
Speaker 3 (03:09):
That's a great question, John.
So both parts of that questionactually merge really well
together.
So the Colby, unlike mostpersonality assessments, it
looks at a different part of themind.
So the foundation of the Colbyassessment is based on the three
parts of the mind, which isyour cognitive right, that's
your learn, your lifeexperiences.
(03:29):
That's always changing right asyou experience, learn, adapt to
new things.
Then the other part of yourmind is the effective right,
that's your feelings and youremotions, that kind of changes
with different stages of life ordifferent priorities in your
life.
And then the third part of yourmind, which is one of the most
misunderstood words in theEnglish dictionary, is cognitive
(03:53):
.
I had not heard of it until Igot certified.
But cognitive is your naturalinstincts, right, it's the do
part of your being.
And so the Colby evaluates andassesses the doing, the
cognitive part of your mind.
So, like Clifton, Strinks,Myers-Briggs, Disc there's a
(04:13):
bunch of them.
They all have their place.
They can be used to help yourbusiness in a variety of ways
and really also not discreditingthem in any way.
But they all evaluate eitherthe cognitive or the effective
parts of your mind.
So that's the biggest differencein the two and my easiest way
to kind of highlight Colby isthe instinctual part.
(04:35):
It defines what makes us leftor right-handed right, why
things just click doing it thisway and yet someone else can do
a completely different way andit's good for me to do it my way
and it's good for you to do ityour way.
So the Colby upon that andwhere it expands, is it really
helps us define if you're givinga task or a project, if you
(05:03):
have the freedom to go aboutcompleting that task any way you
please.
The Colby's going to helpclarify why you went about and
why you solved that problem orcompleted that task that exact
way and it's just your processgoing through that.
And that's where we use it infirms with the hiring and the
development.
Speaker 2 (05:24):
Yeah, absolutely.
And after I took this quiz, itwas one that, like you said, it
did really explain why I dothings the way I do them or how
I do them, and really made a lotof sense.
And then, as we kind ofimplemented this throughout our
company, we started noticing apattern, and we'll get into what
(05:45):
the different scores mean inthe categories.
Because there's basically youtake this assessment, you answer
a few questions and then youare given four numbers based on
basically four differentcategories or four different
traits or whatever you got factfinder, follow through, quick
start and implementer, and soit's like what?
One through 10.
(06:05):
And so the higher the number,the more like that trait you are
, more or less.
For lack of a way, you probablyhave some better language than I
do on that no-transcripteveryone else scored.
And then to kind of look at itthrough that lens, it's like, oh
, that's why they kind of workthe way they do or that's, you
(06:27):
know, that's why they ask thosequestions that way, or anything
like that.
So let's dive in to each ofthese four kind of categories or
sections of the Colby and let'sstart with FactFinder.
What does it mean to be aFactFinder or a high FactFinder
versus a low FactFinder, stufflike that.
Speaker 3 (06:46):
That's a great question.
I do have to point out my chart, so I don't know how well you
can see this, but this is achart everyone gets with their
own personalized results.
Every employee has one of theseon their desk, right to
reference.
So the FactFinder and I'll callthat the first mode is how you
handle data right.
(07:06):
So it's information based right.
So going from one to 10, and Iwill point out, the Colby
actually flips their chartupside down.
So usually on a scale of one to10, one is at the bottom, 10 is
at the top because one's lookedat as a poor score and 10 is
looked at as a great score.
Colby's upside down.
So one is at the top, 10 is atthe bottom, and they do that
(07:27):
just to show shape with apositive, negative result.
And that's just because a oneand a 10 all have their place in
our equally as valuable whichwill make sense here more when I
explain this.
But so the FactFinder people,this again evaluates how you
handle information and data.
So I'm an eight, I am aninitiating FactFinder, meaning
(07:47):
that is my most dominating trait.
So I like a lot of details.
So if I'm given a project orsomeone asked me a question.
I'm going to send them a lot ofinformation, right.
I like the research part of it.
I want to make sure kind ofthings are flushed out ahead of
time, which right that has itsplace in the legal industry.
You need lots of information.
(08:07):
So a lot of law firms are heavyon FactFinders because, again,
legal, you got to have thatquality of data and information
in order to do good legal workthe opposite side of a
FactFinder.
So, like your ones, two, threes, right.
They are the people who arereally good at taking a big
(08:29):
spreadsheet or just reading abig report and saying here, here
are the three most importantsentences or facts to pull out
of it.
They can just reduce theclutter.
I am not a good person for thatbecause I'm like, oh man, how
can you eliminate all this stuff?
That's a good bit to learn fromthat right.
So again, that's the you knowmy example of why a one and a 10
(08:53):
are both good to have on theteam to balance one another out.
Speaker 2 (08:57):
Yeah, absolutely, I know, especially for me, like I
was like a seven, like.
So I'm up there with you on,like you know, I ask all these
questions.
I think I'm trying to get allthese details and you know for
and it's interesting, you know,working with someone who's on
the opposite side of that, whoyou know can just kind of pick
things really quickly and moveon because it's to your point,
(09:20):
I'm sitting there like how canyou, what about this thing?
Or what about this thing?
Or you know, did you ask thisquestion or look at it from this
angle?
And so it is just reallyinteresting how you, even just
from the first mode, like yousaid, you start to develop and
really understand, how you knowdifferent people can work and
obviously there are things inbetween.
I don't want to turn this into,you know, like there's two
different types competingagainst each other, but but yeah
(09:43):
, so that's fact finder.
What about follow through?
What is that?
Speaker 3 (09:47):
Yeah, so follow through mode, or the follow
through mode, evaluates how youhandle systems and processes,
right.
So, along the same line, rightas fact finder.
Where do you want a lot ofsystems?
Do you want to build the systemor do you want to find the
shortcut?
Right Again, people who canfind a shortcut in a, I'll say
(10:07):
like in our world, a crisisappointment, right, they got to
figure out how to do thisquicker.
That's that's super valuable.
But also in the legal industryyou have to have a lot of
procedures.
It's very system driven and alot of law firms right, and
that's needed.
So people who are on the higherend of the follow through
(10:29):
spectrum, they're the people youwant building the systems.
People in the middle, those arepeople who maintain they'll
tweak it here or there, butthey're all along the mindset of
you know, if any broke don'tfix it, then you have the other
end of it, whether it's actuallycalled resisting follow through
.
Who you're?
A one, two, three and those arepeople who are going to find
the quickest way to do it.
(10:50):
So that's where the followthrough comes in.
And I do want to point out youkind of led into it of the two
sides of the fact finder, twosides of the follow through.
It applies to every mode thatwe're going to discuss.
But that really determines howwe communicate and that's a big
piece that we use it in thehiring aspect, right.
So one flushing out what kindof candidates you need, what
(11:12):
kind of candidates that positionreally is going to benefit from
, and then how do we communicateto this new hire right on
training, because it actuallyneeds to look different based on
your Colby.
And the communication aspect iskey.
I always give the example of myboss when I first started.
I'm a fact finder, so I'd giveher a long email when I was
tasked with something and shewould say yes, or great, or good
(11:34):
, or like let me know what'snext.
That's it.
And I'd be like, oh, she'supset.
She like I had all thisinformation in an email.
Nope, she's just on the lowerend of the fact finder, right.
So she needs less details thanme.
She just reads the first three,four bullet points enough to
enable her to make a decisionand she's good.
So it's a big part inunderstanding each other's cool
(11:57):
ways of making sure we cancommunicate appropriately, so
that I communicate to you in away that you can learn, and vice
versa.
Speaker 2 (12:06):
Yeah, absolutely.
And so, and I wanna move tothis third one here, because
this is you know, at least forme, and this is where maybe I
have some different kinds ofquestions.
The third one is quick start,and I've always seen the first
three as being a little bitsimilar to each other, or at
least related to each other in away, and we'll talk about the
(12:26):
fourth one in a minute.
But for me, and tell me ifyou've seen something different
For me, someone who's you knowthe eight, nine, 10 or seven,
eight, nine or whatever, as afact finder at least from what I
can tell, or at least in mymind, you can't also be, or you
are not.
How do I wanna say this?
(12:47):
You're on the opposite end ofthe quick start.
You know You're good with goingin.
This is the third one, the quickstart is the third one.
Or you know, if you are, youknow, high end, or seven, eight,
nine on the fact finder, you'realso probably or potentially
even a higher number on thefollow through.
Have you seen that sort ofthing?
(13:09):
And that we'll get to that.
Actually, you know, here we go,I'm all over the place right
now.
Explain quick start and thenanswer my first question about.
You know if those are kind ofrelated, if you've seen that or
if there is some sort ofcorrelation with that.
Speaker 3 (13:23):
Yeah, so the quick start mode is how you handle
risk and uncertainty, right.
So what's your tolerance forrisk?
Right?
Are you a big idea person thatwants to go out and create these
different marketing campaignsor business plans?
Or it doesn't even have to beas extreme or as big as a
business plan per se, but it allgauges what your risk level is,
(13:46):
right.
So the people who areinitiating, who are the sevens
through tens, right, they'relooked at as more creative I
wouldn't always use that termnecessarily, because they're not
always in creative roles.
Right, because creative peoplethink of, like, the graphic
aspect or marketing aspect ofthe world, which is a lot in
your industry.
Right, but those who areresisting quick start so ones,
(14:10):
two, three and I'm a two arethey're focused more on
stabilizing things.
Right, providing stability,eliminating risk, right.
So I mentioned event planningis part of it, part of my role.
What risks should we take, whatthings have worked really well,
what things have failed, whatthings have we hurt?
(14:30):
To test out here and there, tokind of process of elimination,
to provide that stability.
And now what you mentioned, john, I've seen that based on the
exact position in a firm right.
So that's different, based on aparalegal role executive
director or office manager, andthen owner attorney role, the
firms we work with.
(14:51):
So it's not necessarily thatyou can't, because I can and
I've read a lot of Colbyassessments and I've known the
people.
I've tried to predict and whenyou get certified they tell you
don't, you're always gonna bewrong.
At least for two out of thefour months it's, one will catch
you off guard and that's whathappens a lot.
(15:13):
So what I've seen a lot in thatand again it's really
industry-based is that thebusiness owners who are
attorneys that we work with,being attorneys right, have the
fact finder right.
They have that desire, thatneed for in-depth detail and
precision.
But then as a business ownerright, their tolerance for risk
(15:33):
is a little bit higher.
Now, that's not everybodyacross the board, obviously.
A lot of them tend to have youknow a four, five and quick
start or higher typically.
But I do know several who haveyou know, our you know eights,
seven, eights in each as well.
But again, it really varies onthe industry, I think is people
(15:54):
are drawn to what fits their MOright, and that's what the cool
is.
Is your MO really what you'reabout, significantly?
Speaker 2 (16:02):
Yeah, and that's just so interesting to me because,
just like in the way that mymind works, it's like I need to
have answers to a bunch ofdifferent questions to feel good
about the risk that I'm goingto take, right, yeah, and so
that's why you know me, I'm likeI'm higher on the fact finder
and I'm lower on the quick start, and to me, like I've always
seen that as kind of arelationship, but I mean to your
(16:24):
point and I'm glad that youexplained that where it's like
some of the more entrepreneurialminded, you know, law firm
owners, they probably are alittle bit more quick start
because they're you know,they're in that mode of growing
and all that.
So that's really good insightthere.
So then the fourth one isImplementer, and this is the one
that I understand the least.
So tell me all about it.
Speaker 3 (16:46):
Yeah, and so this is the one that is the most
important to explain, becauseit's where people can get the
most confused, and I think it'ssimply because of the name,
right.
So people here implement arelike oh, you implement things
right and that's tied into likethe follow through, right, the
process, how you like, processesand procedures.
The Implementer is actually howyou handle space and tangibles,
(17:09):
right.
So it's very physical.
So I am a three and I keep justlooking at my little chart here
because I'm always referencingmy numbers, but so I'm a three.
So the lower end of the numbersof the Implementer is more
envisioning, right?
So in my role and I'm actuallywe'll do a different one.
So I have lots of family in thetrades, my grandfather, bill
(17:32):
Bridges so in that settingyou're gonna be someone who's
like, hey, here's a greatopportunity If we put in this
bridge over this river, we'regonna save all this time in
building a road.
But that person can envisionthat that's a need.
But they are not the person toarchitecturally design the
bridge.
That's the 789 and Implementer.
(17:53):
Those people like physicallybuilding things right From
scratch or tearing them apartjust to figure out how to fix it
.
And so a good example of thisis I would call myself a car guy
.
Now mechanics would laugh at mefor that because I only know
the basics.
But I grew up changing oil andbrakes and some of the basic
stuff.
I've done it dozens of timeswatching my dad and grandfather
(18:17):
before I ever did it on my own.
So the fact that I do that is alearned behavior.
So that's the cognitive part,right, it's not me just taking a
part.
I do not go just rip apart mycar and self-diagnose things.
Right, it's basic things thatI've done and learned how to do
time and time again from thosewho probably are initiating
Implementers that, the 789s.
(18:38):
So that's the differentiatingaspect there, but it's really
space and tangibles and so, likethe law firms we work with,
there's not a huge need for thatright, the printers.
There's a company that comesand fix the printers right.
You have someone who fixes yourspouting or the physical part
(18:58):
of the building, so you don'thave to worry about that.
So the law firms I work withare more heavy on the fact
finder follow through piecesmore often than anything else,
just based on what the need isfor their.
Speaker 2 (19:11):
And that makes a ton of sense, because I'm one of
those people who gets frustratedwith the Ikea furniture after
15 minutes even though.
I'm reading the instructions andthe instructions don't make
sense, and it's just I can't doit.
But I can talk about abstractideas and kind of talk through
things and the intangible stuffa lot more, and so all of that
(19:33):
makes a ton of sense.
So how then, with all of this,now with this understanding, how
can a law firm use thisinformation to either improve
their hiring process or evenbetter understand the roles that
they have or the employees thatthey have?
Speaker 3 (19:52):
Another great question, john.
So I'll start with the hiring,because that's the first step In
the hiring process.
It's really important that youknow what you need, what you're
looking for, and the biggestmistake companies make when
hiring is they're hiring basedon the person who was previously
in that role or themselvesbeing in that role.
So if you were previously inthat role and you're hiring as a
(20:14):
business owner, you first start.
Now you tend to hire peoplejust like you and that creates
cloning.
Too much of anything is a badthing I forget who said that,
but I'm sure there's probablyseveral people who have but you
have to be careful of cloningand hiring people just like you.
You need the diversity ofstrengths, the.
(20:35):
The other aspect is or, if it'sa new role, maybe you don't
necessarily know right.
So there's another Colbyassessment that you take and it
helps define Outlines based onwhat you answered.
You need someone who's verydetailed, right, needs a lot,
gets a lot of data, or you needsomeone who's Process heavy.
Maybe you need someone to hitup your marketing in that.
(20:55):
You want someone who's more ofa quick start and has that, that
creative mindset.
So it helps us Real focus,really focus on what we what we
need for our firm and for ourbusiness Right with a Colby.
So that that's the first part.
That the next part is I alwayslike to go to the onboarding and
the training aspect, and againthat goes back to what I said
(21:17):
about the communication ofMaking sure that how you train
this person fits their, theirColby, because again, we tend to
teach how we personally learnright, but if that person learns
a different way, we need totweak our style a little bit and
how we communicate those things, how we set them up, because
that either sets them up forSuccess or it sets them up for
(21:37):
burnout right away and overoverwhelm anxiety.
Anything new right out the gatewhen it comes to a job is
overwhelming.
You're just being inundatedwith new information and
processes that you know youweren't exposed to before.
So that's a big piece.
And then you're talking just alongevity, retention of
employees.
The communication is ongoingbut it's gets more into the team
(22:02):
environment right of makingsure they then know their own
Colby and then the people thatthey work with around them again
and get it goes with Likemeetings right.
So you and I were on a meetingjust the two of us, john, us
being fact finders that you saidyou were seven.
We're gonna go through a lot ofinformation and we are more
likely to run over our meeting.
So if you and I start a meetingand then loop someone else
(22:25):
who's not a fact finder andthey're gonna make man.
They like to spend 25 or the 30minute meet, 25 minutes of the
30 minute meeting on the firsttwo things, and we have eight
more things to get through onthe agenda.
So it's it's being able tobalance each other out, knowing
your strengths.
When to pull someone in, youhas a strength that's different
than yours, where you're lackingand and you need their, to
(22:47):
bounce ideas off them and getthat, get things flowing, so
that that's a big part in justthe longevity of employees.
It's also helped us and this isone that kind of blew me away
when I was in New York, colby,where I've seen it happen Just a
ton of times.
Where it's been done reallywell is you have a employee
who's performing really well fora while, or did well from the
(23:09):
get-go, and all of a suddentheir, their productivity or
their happiness drops you.
Just something's off.
Now that can always be apersonal thing affecting them.
You know at home, outside ofwork.
That can be addressed.
But a lot of times we found thatit's actually that you know
what their Colby doesn't matchthe position that that well and
maybe they need to be switchedto a different department.
(23:31):
So this one attorney we had Wasvery detail-oriented.
Right now we just automaticallyassumed sometimes and that's
what we did with him isAlternatives she's been working
with All attorneys should bereally detail-oriented.
But we realized that thedepartment he was in Did a lot
of crisis work and they need tobe more quick with with their
(23:54):
processes and he just wasn'tgetting things done quick enough
.
So we transitioned him to adepartment that is very not as
rushed right, they have moretime, does a great job much
better fit, happier, right, youknow, going down the road.
So that's just one example, anda fairly basic one, but where
we can help kind of evaluatebefore they get burned out and
(24:15):
it's too late and they'realready out your door and then
you have to fill the positionagain because you know we don't
just want that turnover, we wantto be able to combat that as
well.
Turnover is not cheap, so wewant to make sure we take care
of the ones that we have hereand have invested in so that
yeah.
Specter them.
Speaker 2 (24:30):
Yeah, absolutely.
I mean, if someone's in aposition where they are thriving
and they're in the best fit forthem, they're going to do that
much better and you'll see thatmuch more benefit from their
work in it overall in the firm.
One final question that I hadfor you about this is sometimes
(24:50):
when people take the Colby, theywon't get results.
They will get what is called intransition.
We actually had someone in ouroffice this happened to them
when they took it.
What does that mean when youget that result of being in
transition?
Speaker 3 (25:06):
Yeah, so getting a transition result for one or
multiple modes.
You got a lot going on right.
A lot of the times it's you'reswitching a new job, you're
going into a new role and youI've had a couple people who
just became first-time parentsrecently, right when they were
taking the Colby that switchedit up, just bought their first
home.
(25:26):
It's a lot of personal, butit's just things that were like
your life is changing a lotright now and so you have to
settle for, like they recommend,three to six months before you
retake it Again.
It can be a facet of things,but every person I've ever had
it was in transition.
It's come down to One of thosethere's a major like shift in
(25:50):
their life happening right nowor there's just a lot going on
simply and so that just meansyou just need to give yourself
some time Can be able to retakeit in a few months to once those
things are settled down alittle bit.
Speaker 2 (26:02):
Got it and so you know, to kind of wrap this up,
then you know so, is there?
Is there kind of a set time?
Because obviously this doesn'tsound like something that you
take once and that's yourresults for life.
You know, obviously, and likeyou said, like as you, as you
said at the beginning, as you gothrough life, you know
different experience may changehow you respond to things.
Right, is there a set amount oftime or a certain interval when
(26:26):
, like, hey, I took the Colbyover the summer?
How many years from now shouldI work with these results?
You know, before I maybe lookat taking it again?
Speaker 3 (26:38):
So that's actually a good, a good point, john.
So they actually, kobe's justcelebrated their 40th year, or
just over 40 years now.
But they have 10, 20 and 30year studies where you take it
you know 30 years ago and youtake it today.
All of these studies revealedthat you have I believe it's a
94% chance or higher 94% chanceor higher Get the same result or
(27:03):
same category.
So like, if you're a one,you're gonna be a one, two or
three.
If you're a six, you're gonnabe a four, five, six or you know
you get it.
But so it's very stable andthat's just an instinctual part
of you.
Really doesn't change the peoplethat have requested retake it
or they when they took it.
Like again, when you're takingit for a job, you always over
(27:26):
emphasize of listen.
This does not Declare if youget the job or not.
This is to match up right.
Can you fit this role better?
This?
You know we've had people piefor job a and actually they take
the Kobe.
Oh no, we really like them.
But job V matches more likethat's getting over there.
That's gonna be better fit.
So you have to Engage it inthat way.
(27:49):
But so it's not somethingnecessarily where you have to
retake it, or necessarily shouldthat.
Kobe actually doesn't want youto have to retake it, but the
big heart is your.
Your frame of mind needs to bevery Open.
You're not answering questionsto it what you think should be
done, because then then you'regonna get inactive results.
You thought you should be verydetail-heavy, so you're.
(28:10):
You answered questions likethat on the Colby Because it was
for your job and maybe if youwere to take, took it again.
You're actually much lower onthe scale.
What's yet not necessarily bad,but yeah, so that, and that's
why different assessments thatevaluate the effective or the
cognitive parts of your mind,they do change a lot, like mine
one.
I took them a lot in college.
(28:31):
Every professor had me take adifferent one, but one day I was
an introvert, the next day Iwas an extrovert.
Right, it depended if it was aclass that I'm comfortable going
up and presenting in front ofthe entire class or a class that
was on a topic.
You know, like anything,science is not my strong suit.
I did not want to have to goand talk, so I'm a little bit
more reserved in those settings.
So really, you know, gauge, isthere what?
(28:54):
What you're evaluating?
Speaker 2 (28:56):
awesome, yeah so all this has been really great.
I know you cleared some thingsup for me, so I know that's
great.
So I know that means Everyoneout there definitely learned
something as well.
How do you guys at MDS UseColby and how can people get in
touch to learn more about whatyou're doing with it?
Speaker 3 (29:12):
Yes, so we our process.
We use it a lot in our hiringright for us personally.
But we also do it for otherother firms law firms, financial
advising firms when we help youin the hiring process, right.
So whether we're recruiting foryou or we're just doing the
Colby aspect of it, but your topcandidates are gonna take the
Colby and it helps kind ofevaluate what again, looking at
(29:35):
their natural strengths andmatching into the job, to kind
of help you in that finaldecision-making when you
hopefully have a few good toptier candidates to select from.
And there's a big aspect of howwe use it in order, you know,
getting ahold of us, you canreach out to me at our info, at
the million dollar lawyer calm.
The is included in that.
(29:56):
That's a big one that's.
People miss sometimes Colbyinformation on our website as
well.
But feel free to reach out.
We'd be more than happy to helpyou guys.
Speaker 2 (30:05):
Awesome, yep, and I'll include that email in the
episode show notes.
But that's gonna do it.
Thank you so much forcontinuing to listen.
I hope you guys really do checkout the Colby assessment.
It really does, you know,illuminate a lot of things that
you know some of these otherpersonality assessments don't.
It really does give you somereally good insight into just
how people Attack things andexecute on things and approach
(30:29):
you know how they get their workdone and so I know you guys are
doing a lot of good work overthere and helping a lot of firms
out doing that.
So I encourage everyone to goand Contact Dom and million
dollar solution to to get someof that process started.
But that's gonna do it firstthis week.
Thanks for joining us.
Yeah, thanks again, john.
Thanks for listening to learnmore.
(30:50):
Go to spotlight branding commslash center stage.
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(00:22):
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Speaker 2 (00:53):
This is Center Stage putting your firm in the
spotlight by highlightingbusiness owners and other
industry experts to help takeyour firm to the next level.
Hey everyone, and welcome toCenter Stage.
I'm your host, john Henson, andthis week we are talking about
another really cool personalityassessment that we've used here
(01:14):
internally here at SpotlightBranding, to better understand
how each of us work, how we fitinto our roles or what, maybe
even what roles fit certaintypes of people.
We've had episodes in the paston this show about Enneagram and
CliftonStrengths and Iencourage you to go back and
check those out.
But this week we are talkingabout the Colby assessment and
(01:34):
I'm sure a lot of you are veryfamiliar with that, and so I am
joined by a certified Colbyinstructor, dominic LaFredo,
this week to tell us all aboutit.
Dom, thanks for joining us.
Yeah, thanks for having me.
John, Glad to be here, awesome.
So for those who aren'tfamiliar, dom is with a group
called Million Dollar Solution.
We've had Julie Steinbacher onthe show a couple of times and
I'm sure he will tell us moreabout that great organization
(01:56):
later on.
But before we dive in, tell mea little bit about how you got
involved in Colby and why you'rehere today.
Speaker 3 (02:04):
Yeah, so the background of my job a lot of it
involves the human resources,the people side of law firms and
businesses and our company hasbeen using Colby for 15 years
now give or take, and beginningof the pandemic.
Part of my job is eventplanning.
That slowed down and we're bigon the continued learning and
(02:27):
development and theiropportunity arose to attend a
training to get Colby certified,since we use that a lot in the
hiring process, talentmanagement development, ongoing
from beginning to end.
So that's kind of where Ijumped into it.
It was pitched to me in a waythat really resonated with human
(02:49):
resources and just in peoplemanagement as a whole, and so
that's really why and when Idived in.
Speaker 2 (02:56):
Awesome and so kind of broadly speaking, what is the
Colby index assessment and howdoes it kind of differ from
other kind of like personalitytests like a Myers-Briggs or a
Clifford Strinks or stuff likethat?
Speaker 3 (03:09):
That's a great question, John.
So both parts of that questionactually merge really well
together.
So the Colby, unlike mostpersonality assessments, it
looks at a different part of themind.
So the foundation of the Colbyassessment is based on the three
parts of the mind, which isyour cognitive right, that's
your learn, your lifeexperiences.
(03:29):
That's always changing right asyou experience, learn, adapt to
new things.
Then the other part of yourmind is the effective right,
that's your feelings and youremotions, that kind of changes
with different stages of life ordifferent priorities in your
life.
And then the third part of yourmind, which is one of the most
misunderstood words in theEnglish dictionary, is cognitive
(03:53):
.
I had not heard of it until Igot certified.
But cognitive is your naturalinstincts, right, it's the do
part of your being.
And so the Colby evaluates andassesses the doing, the
cognitive part of your mind.
So, like Clifton, Strinks,Myers-Briggs, Disc there's a
(04:13):
bunch of them.
They all have their place.
They can be used to help yourbusiness in a variety of ways
and really also not discreditingthem in any way.
But they all evaluate eitherthe cognitive or the effective
parts of your mind.
So that's the biggest differencein the two and my easiest way
to kind of highlight Colby isthe instinctual part.
(04:35):
It defines what makes us leftor right-handed right, why
things just click doing it thisway and yet someone else can do
a completely different way andit's good for me to do it my way
and it's good for you to do ityour way.
So the Colby upon that andwhere it expands, is it really
helps us define if you're givinga task or a project, if you
(05:03):
have the freedom to go aboutcompleting that task any way you
please.
The Colby's going to helpclarify why you went about and
why you solved that problem orcompleted that task that exact
way and it's just your processgoing through that.
And that's where we use it infirms with the hiring and the
development.
Speaker 2 (05:24):
Yeah, absolutely.
And after I took this quiz, itwas one that, like you said, it
did really explain why I dothings the way I do them or how
I do them, and really made a lotof sense.
And then, as we kind ofimplemented this throughout our
company, we started noticing apattern, and we'll get into what
(05:45):
the different scores mean inthe categories.
Because there's basically youtake this assessment, you answer
a few questions and then youare given four numbers based on
basically four differentcategories or four different
traits or whatever you got factfinder, follow through, quick
start and implementer, and soit's like what?
One through 10.
(06:05):
And so the higher the number,the more like that trait you are
, more or less.
For lack of a way, you probablyhave some better language than I
do on that no-transcripteveryone else scored.
And then to kind of look at itthrough that lens, it's like, oh
, that's why they kind of workthe way they do or that's, you
(06:27):
know, that's why they ask thosequestions that way, or anything
like that.
So let's dive in to each ofthese four kind of categories or
sections of the Colby and let'sstart with FactFinder.
What does it mean to be aFactFinder or a high FactFinder
versus a low FactFinder, stufflike that.
Speaker 3 (06:46):
That's a great question.
I do have to point out my chart, so I don't know how well you
can see this, but this is achart everyone gets with their
own personalized results.
Every employee has one of theseon their desk, right to
reference.
So the FactFinder and I'll callthat the first mode is how you
handle data right.
(07:06):
So it's information based right.
So going from one to 10, and Iwill point out, the Colby
actually flips their chartupside down.
So usually on a scale of one to10, one is at the bottom, 10 is
at the top because one's lookedat as a poor score and 10 is
looked at as a great score.
Colby's upside down.
So one is at the top, 10 is atthe bottom, and they do that
(07:27):
just to show shape with apositive, negative result.
And that's just because a oneand a 10 all have their place in
our equally as valuable whichwill make sense here more when I
explain this.
But so the FactFinder people,this again evaluates how you
handle information and data.
So I'm an eight, I am aninitiating FactFinder, meaning
(07:47):
that is my most dominating trait.
So I like a lot of details.
So if I'm given a project orsomeone asked me a question.
I'm going to send them a lot ofinformation, right.
I like the research part of it.
I want to make sure kind ofthings are flushed out ahead of
time, which right that has itsplace in the legal industry.
You need lots of information.
(08:07):
So a lot of law firms are heavyon FactFinders because, again,
legal, you got to have thatquality of data and information
in order to do good legal workthe opposite side of a
FactFinder.
So, like your ones, two, threes, right.
They are the people who arereally good at taking a big
(08:29):
spreadsheet or just reading abig report and saying here, here
are the three most importantsentences or facts to pull out
of it.
They can just reduce theclutter.
I am not a good person for thatbecause I'm like, oh man, how
can you eliminate all this stuff?
That's a good bit to learn fromthat right.
So again, that's the you knowmy example of why a one and a 10
(08:53):
are both good to have on theteam to balance one another out.
Speaker 2 (08:57):
Yeah, absolutely, I know, especially for me, like I
was like a seven, like.
So I'm up there with you on,like you know, I ask all these
questions.
I think I'm trying to get allthese details and you know for
and it's interesting, you know,working with someone who's on
the opposite side of that, whoyou know can just kind of pick
things really quickly and moveon because it's to your point,
(09:20):
I'm sitting there like how canyou, what about this thing?
Or what about this thing?
Or you know, did you ask thisquestion or look at it from this
angle?
And so it is just reallyinteresting how you, even just
from the first mode, like yousaid, you start to develop and
really understand, how you knowdifferent people can work and
obviously there are things inbetween.
I don't want to turn this into,you know, like there's two
different types competingagainst each other, but but yeah
(09:43):
, so that's fact finder.
What about follow through?
What is that?
Speaker 3 (09:47):
Yeah, so follow through mode, or the follow
through mode, evaluates how youhandle systems and processes,
right.
So, along the same line, rightas fact finder.
Where do you want a lot ofsystems?
Do you want to build the systemor do you want to find the
shortcut?
Right Again, people who canfind a shortcut in a, I'll say
(10:07):
like in our world, a crisisappointment, right, they got to
figure out how to do thisquicker.
That's that's super valuable.
But also in the legal industryyou have to have a lot of
procedures.
It's very system driven and alot of law firms right, and
that's needed.
So people who are on the higherend of the follow through
(10:29):
spectrum, they're the people youwant building the systems.
People in the middle, those arepeople who maintain they'll
tweak it here or there, butthey're all along the mindset of
you know, if any broke don'tfix it, then you have the other
end of it, whether it's actuallycalled resisting follow through
.
Who you're?
A one, two, three and those arepeople who are going to find
the quickest way to do it.
(10:50):
So that's where the followthrough comes in.
And I do want to point out youkind of led into it of the two
sides of the fact finder, twosides of the follow through.
It applies to every mode thatwe're going to discuss.
But that really determines howwe communicate and that's a big
piece that we use it in thehiring aspect, right.
So one flushing out what kindof candidates you need, what
(11:12):
kind of candidates that positionreally is going to benefit from
, and then how do we communicateto this new hire right on
training, because it actuallyneeds to look different based on
your Colby.
And the communication aspect iskey.
I always give the example of myboss when I first started.
I'm a fact finder, so I'd giveher a long email when I was
tasked with something and shewould say yes, or great, or good
(11:34):
, or like let me know what'snext.
That's it.
And I'd be like, oh, she'supset.
She like I had all thisinformation in an email.
Nope, she's just on the lowerend of the fact finder, right.
So she needs less details thanme.
She just reads the first three,four bullet points enough to
enable her to make a decisionand she's good.
So it's a big part inunderstanding each other's cool
(11:57):
ways of making sure we cancommunicate appropriately, so
that I communicate to you in away that you can learn, and vice
versa.
Speaker 2 (12:06):
Yeah, absolutely.
And so, and I wanna move tothis third one here, because
this is you know, at least forme, and this is where maybe I
have some different kinds ofquestions.
The third one is quick start,and I've always seen the first
three as being a little bitsimilar to each other, or at
least related to each other in away, and we'll talk about the
(12:26):
fourth one in a minute.
But for me, and tell me ifyou've seen something different
For me, someone who's you knowthe eight, nine, 10 or seven,
eight, nine or whatever, as afact finder at least from what I
can tell, or at least in mymind, you can't also be, or you
are not.
How do I wanna say this?
(12:47):
You're on the opposite end ofthe quick start.
You know You're good with goingin.
This is the third one, the quickstart is the third one.
Or you know, if you are, youknow, high end, or seven, eight,
nine on the fact finder, you'realso probably or potentially
even a higher number on thefollow through.
Have you seen that sort ofthing?
(13:09):
And that we'll get to that.
Actually, you know, here we go,I'm all over the place right
now.
Explain quick start and thenanswer my first question about.
You know if those are kind ofrelated, if you've seen that or
if there is some sort ofcorrelation with that.
Speaker 3 (13:23):
Yeah, so the quick start mode is how you handle
risk and uncertainty, right.
So what's your tolerance forrisk?
Right?
Are you a big idea person thatwants to go out and create these
different marketing campaignsor business plans?
Or it doesn't even have to beas extreme or as big as a
business plan per se, but it allgauges what your risk level is,
(13:46):
right.
So the people who areinitiating, who are the sevens
through tens, right, they'relooked at as more creative I
wouldn't always use that termnecessarily, because they're not
always in creative roles.
Right, because creative peoplethink of, like, the graphic
aspect or marketing aspect ofthe world, which is a lot in
your industry.
Right, but those who areresisting quick start so ones,
(14:10):
two, three and I'm a two arethey're focused more on
stabilizing things.
Right, providing stability,eliminating risk, right.
So I mentioned event planningis part of it, part of my role.
What risks should we take, whatthings have worked really well,
what things have failed, whatthings have we hurt?
(14:30):
To test out here and there, tokind of process of elimination,
to provide that stability.
And now what you mentioned, john, I've seen that based on the
exact position in a firm right.
So that's different, based on aparalegal role executive
director or office manager, andthen owner attorney role, the
firms we work with.
(14:51):
So it's not necessarily thatyou can't, because I can and
I've read a lot of Colbyassessments and I've known the
people.
I've tried to predict and whenyou get certified they tell you
don't, you're always gonna bewrong.
At least for two out of thefour months it's, one will catch
you off guard and that's whathappens a lot.
(15:13):
So what I've seen a lot in thatand again it's really
industry-based is that thebusiness owners who are
attorneys that we work with,being attorneys right, have the
fact finder right.
They have that desire, thatneed for in-depth detail and
precision.
But then as a business ownerright, their tolerance for risk
(15:33):
is a little bit higher.
Now, that's not everybodyacross the board, obviously.
A lot of them tend to have youknow a four, five and quick
start or higher typically.
But I do know several who haveyou know, our you know eights,
seven, eights in each as well.
But again, it really varies onthe industry, I think is people
(15:54):
are drawn to what fits their MOright, and that's what the cool
is.
Is your MO really what you'reabout, significantly?
Speaker 2 (16:02):
Yeah, and that's just so interesting to me because,
just like in the way that mymind works, it's like I need to
have answers to a bunch ofdifferent questions to feel good
about the risk that I'm goingto take, right, yeah, and so
that's why you know me, I'm likeI'm higher on the fact finder
and I'm lower on the quick start, and to me, like I've always
seen that as kind of arelationship, but I mean to your
(16:24):
point and I'm glad that youexplained that where it's like
some of the more entrepreneurialminded, you know, law firm
owners, they probably are alittle bit more quick start
because they're you know,they're in that mode of growing
and all that.
So that's really good insightthere.
So then the fourth one isImplementer, and this is the one
that I understand the least.
So tell me all about it.
Speaker 3 (16:46):
Yeah, and so this is the one that is the most
important to explain, becauseit's where people can get the
most confused, and I think it'ssimply because of the name,
right.
So people here implement arelike oh, you implement things
right and that's tied into likethe follow through, right, the
process, how you like, processesand procedures.
The Implementer is actually howyou handle space and tangibles,
(17:09):
right.
So it's very physical.
So I am a three and I keep justlooking at my little chart here
because I'm always referencingmy numbers, but so I'm a three.
So the lower end of the numbersof the Implementer is more
envisioning, right?
So in my role and I'm actuallywe'll do a different one.
So I have lots of family in thetrades, my grandfather, bill
(17:32):
Bridges so in that settingyou're gonna be someone who's
like, hey, here's a greatopportunity If we put in this
bridge over this river, we'regonna save all this time in
building a road.
But that person can envisionthat that's a need.
But they are not the person toarchitecturally design the
bridge.
That's the 789 and Implementer.
(17:53):
Those people like physicallybuilding things right From
scratch or tearing them apartjust to figure out how to fix it
.
And so a good example of thisis I would call myself a car guy
.
Now mechanics would laugh at mefor that because I only know
the basics.
But I grew up changing oil andbrakes and some of the basic
stuff.
I've done it dozens of timeswatching my dad and grandfather
(18:17):
before I ever did it on my own.
So the fact that I do that is alearned behavior.
So that's the cognitive part,right, it's not me just taking a
part.
I do not go just rip apart mycar and self-diagnose things.
Right, it's basic things thatI've done and learned how to do
time and time again from thosewho probably are initiating
Implementers that, the 789s.
(18:38):
So that's the differentiatingaspect there, but it's really
space and tangibles and so, likethe law firms we work with,
there's not a huge need for thatright, the printers.
There's a company that comesand fix the printers right.
You have someone who fixes yourspouting or the physical part
(18:58):
of the building, so you don'thave to worry about that.
So the law firms I work withare more heavy on the fact
finder follow through piecesmore often than anything else,
just based on what the need isfor their.
Speaker 2 (19:11):
And that makes a ton of sense, because I'm one of
those people who gets frustratedwith the Ikea furniture after
15 minutes even though.
I'm reading the instructions andthe instructions don't make
sense, and it's just I can't doit.
But I can talk about abstractideas and kind of talk through
things and the intangible stuffa lot more, and so all of that
(19:33):
makes a ton of sense.
So how then, with all of this,now with this understanding, how
can a law firm use thisinformation to either improve
their hiring process or evenbetter understand the roles that
they have or the employees thatthey have?
Speaker 3 (19:52):
Another great question, john.
So I'll start with the hiring,because that's the first step In
the hiring process.
It's really important that youknow what you need, what you're
looking for, and the biggestmistake companies make when
hiring is they're hiring basedon the person who was previously
in that role or themselvesbeing in that role.
So if you were previously inthat role and you're hiring as a
(20:14):
business owner, you first start.
Now you tend to hire peoplejust like you and that creates
cloning.
Too much of anything is a badthing I forget who said that,
but I'm sure there's probablyseveral people who have but you
have to be careful of cloningand hiring people just like you.
You need the diversity ofstrengths, the.
(20:35):
The other aspect is or, if it'sa new role, maybe you don't
necessarily know right.
So there's another Colbyassessment that you take and it
helps define Outlines based onwhat you answered.
You need someone who's verydetailed, right, needs a lot,
gets a lot of data, or you needsomeone who's Process heavy.
Maybe you need someone to hitup your marketing in that.
(20:55):
You want someone who's more ofa quick start and has that, that
creative mindset.
So it helps us Real focus,really focus on what we what we
need for our firm and for ourbusiness Right with a Colby.
So that that's the first part.
That the next part is I alwayslike to go to the onboarding and
the training aspect, and againthat goes back to what I said
(21:17):
about the communication ofMaking sure that how you train
this person fits their, theirColby, because again, we tend to
teach how we personally learnright, but if that person learns
a different way, we need totweak our style a little bit and
how we communicate those things, how we set them up, because
that either sets them up forSuccess or it sets them up for
(21:37):
burnout right away and overoverwhelm anxiety.
Anything new right out the gatewhen it comes to a job is
overwhelming.
You're just being inundatedwith new information and
processes that you know youweren't exposed to before.
So that's a big piece.
And then you're talking just alongevity, retention of
employees.
The communication is ongoingbut it's gets more into the team
(22:02):
environment right of makingsure they then know their own
Colby and then the people thatthey work with around them again
and get it goes with Likemeetings right.
So you and I were on a meetingjust the two of us, john, us
being fact finders that you saidyou were seven.
We're gonna go through a lot ofinformation and we are more
likely to run over our meeting.
So if you and I start a meetingand then loop someone else
(22:25):
who's not a fact finder andthey're gonna make man.
They like to spend 25 or the 30minute meet, 25 minutes of the
30 minute meeting on the firsttwo things, and we have eight
more things to get through onthe agenda.
So it's it's being able tobalance each other out, knowing
your strengths.
When to pull someone in, youhas a strength that's different
than yours, where you're lackingand and you need their, to
(22:47):
bounce ideas off them and getthat, get things flowing, so
that that's a big part in justthe longevity of employees.
It's also helped us and this isone that kind of blew me away
when I was in New York, colby,where I've seen it happen Just a
ton of times.
Where it's been done reallywell is you have a employee
who's performing really well fora while, or did well from the
(23:09):
get-go, and all of a suddentheir, their productivity or
their happiness drops you.
Just something's off.
Now that can always be apersonal thing affecting them.
You know at home, outside ofwork.
That can be addressed.
But a lot of times we found thatit's actually that you know
what their Colby doesn't matchthe position that that well and
maybe they need to be switchedto a different department.
(23:31):
So this one attorney we had Wasvery detail-oriented.
Right now we just automaticallyassumed sometimes and that's
what we did with him isAlternatives she's been working
with All attorneys should bereally detail-oriented.
But we realized that thedepartment he was in Did a lot
of crisis work and they need tobe more quick with with their
(23:54):
processes and he just wasn'tgetting things done quick enough
.
So we transitioned him to adepartment that is very not as
rushed right, they have moretime, does a great job much
better fit, happier, right, youknow, going down the road.
So that's just one example, anda fairly basic one, but where
we can help kind of evaluatebefore they get burned out and
(24:15):
it's too late and they'realready out your door and then
you have to fill the positionagain because you know we don't
just want that turnover, we wantto be able to combat that as
well.
Turnover is not cheap, so wewant to make sure we take care
of the ones that we have hereand have invested in so that
yeah.
Specter them.
Speaker 2 (24:30):
Yeah, absolutely.
I mean, if someone's in aposition where they are thriving
and they're in the best fit forthem, they're going to do that
much better and you'll see thatmuch more benefit from their
work in it overall in the firm.
One final question that I hadfor you about this is sometimes
(24:50):
when people take the Colby, theywon't get results.
They will get what is called intransition.
We actually had someone in ouroffice this happened to them
when they took it.
What does that mean when youget that result of being in
transition?
Speaker 3 (25:06):
Yeah, so getting a transition result for one or
multiple modes.
You got a lot going on right.
A lot of the times it's you'reswitching a new job, you're
going into a new role and youI've had a couple people who
just became first-time parentsrecently, right when they were
taking the Colby that switchedit up, just bought their first
home.
(25:26):
It's a lot of personal, butit's just things that were like
your life is changing a lotright now and so you have to
settle for, like they recommend,three to six months before you
retake it Again.
It can be a facet of things,but every person I've ever had
it was in transition.
It's come down to One of thosethere's a major like shift in
(25:50):
their life happening right nowor there's just a lot going on
simply and so that just meansyou just need to give yourself
some time Can be able to retakeit in a few months to once those
things are settled down alittle bit.
Speaker 2 (26:02):
Got it and so you know, to kind of wrap this up,
then you know so, is there?
Is there kind of a set time?
Because obviously this doesn'tsound like something that you
take once and that's yourresults for life.
You know, obviously, and likeyou said, like as you, as you
said at the beginning, as you gothrough life, you know
different experience may changehow you respond to things.
Right, is there a set amount oftime or a certain interval when
(26:26):
, like, hey, I took the Colbyover the summer?
How many years from now shouldI work with these results?
You know, before I maybe lookat taking it again?
Speaker 3 (26:38):
So that's actually a good, a good point, john.
So they actually, kobe's justcelebrated their 40th year, or
just over 40 years now.
But they have 10, 20 and 30year studies where you take it
you know 30 years ago and youtake it today.
All of these studies revealedthat you have I believe it's a
94% chance or higher 94% chanceor higher Get the same result or
(27:03):
same category.
So like, if you're a one,you're gonna be a one, two or
three.
If you're a six, you're gonnabe a four, five, six or you know
you get it.
But so it's very stable andthat's just an instinctual part
of you.
Really doesn't change the peoplethat have requested retake it
or they when they took it.
Like again, when you're takingit for a job, you always over
(27:26):
emphasize of listen.
This does not Declare if youget the job or not.
This is to match up right.
Can you fit this role better?
This?
You know we've had people piefor job a and actually they take
the Kobe.
Oh no, we really like them.
But job V matches more likethat's getting over there.
That's gonna be better fit.
So you have to Engage it inthat way.
(27:49):
But so it's not somethingnecessarily where you have to
retake it, or necessarily shouldthat.
Kobe actually doesn't want youto have to retake it, but the
big heart is your.
Your frame of mind needs to bevery Open.
You're not answering questionsto it what you think should be
done, because then then you'regonna get inactive results.
You thought you should be verydetail-heavy, so you're.
(28:10):
You answered questions likethat on the Colby Because it was
for your job and maybe if youwere to take, took it again.
You're actually much lower onthe scale.
What's yet not necessarily bad,but yeah, so that, and that's
why different assessments thatevaluate the effective or the
cognitive parts of your mind,they do change a lot, like mine
one.
I took them a lot in college.
(28:31):
Every professor had me take adifferent one, but one day I was
an introvert, the next day Iwas an extrovert.
Right, it depended if it was aclass that I'm comfortable going
up and presenting in front ofthe entire class or a class that
was on a topic.
You know, like anything,science is not my strong suit.
I did not want to have to goand talk, so I'm a little bit
more reserved in those settings.
So really, you know, gauge, isthere what?
(28:54):
What you're evaluating?
Speaker 2 (28:56):
awesome, yeah so all this has been really great.
I know you cleared some thingsup for me, so I know that's
great.
So I know that means Everyoneout there definitely learned
something as well.
How do you guys at MDS UseColby and how can people get in
touch to learn more about whatyou're doing with it?
Speaker 3 (29:12):
Yes, so we our process.
We use it a lot in our hiringright for us personally.
But we also do it for otherother firms law firms, financial
advising firms when we help youin the hiring process, right.
So whether we're recruiting foryou or we're just doing the
Colby aspect of it, but your topcandidates are gonna take the
Colby and it helps kind ofevaluate what again, looking at
(29:35):
their natural strengths andmatching into the job, to kind
of help you in that finaldecision-making when you
hopefully have a few good toptier candidates to select from.
And there's a big aspect of howwe use it in order, you know,
getting ahold of us, you canreach out to me at our info, at
the million dollar lawyer calm.
The is included in that.
(29:56):
That's a big one that's.
People miss sometimes Colbyinformation on our website as
well.
But feel free to reach out.
We'd be more than happy to helpyou guys.
Speaker 2 (30:05):
Awesome, yep, and I'll include that email in the
episode show notes.
But that's gonna do it.
Thank you so much forcontinuing to listen.
I hope you guys really do checkout the Colby assessment.
It really does, you know,illuminate a lot of things that
you know some of these otherpersonality assessments don't.
It really does give you somereally good insight into just
how people Attack things andexecute on things and approach
(30:29):
you know how they get their workdone and so I know you guys are
doing a lot of good work overthere and helping a lot of firms
out doing that.
So I encourage everyone to goand Contact Dom and million
dollar solution to to get someof that process started.
But that's gonna do it firstthis week.
Thanks for joining us.
Yeah, thanks again, john.
Thanks for listening to learnmore.
(30:50):
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