JEWISH FJEWISH FAMILY WEEKLY
NY/NJ$5.99 US$6.50 IL17.90
UK£5.00 EU€5.50 CAD$7.00
YISROEL BESSER RECOUNTS THE GRIPPING STORY OF RAV ALTER MORDECHAI BERG
Beinish Mandel’s fi rst response
was his last will and testament
Voice in the Crowd
Entitlement or obligation,
fame can change the game
Why were angels throwing
years of Torah in the trash?
As I took my vows with Karl
I buried my heart’s pledge
TAKE FIVE WITH
A MARTIAL ARTS TEAM
TEACHES JEWS AROUND THE
WORLD HOW TO STAY SAFE
TRUMP TAKES CHARGE
AMID CHEERS AND TEARS
a little shul
an ordinary community
and a rabbi who made a di
B U S I N E S S T I P S F R O M T H E T O P T A K E F I V E W I T H
ISSUE 645 I 27 TEVES 5777 I JANUARY 25, 2017
cover_645.indd 1 1/23/2017 1:21:43 PM
30 M ISH PACHA
COMBINE KNOWLEDGE OF YOUR KOLBE SCORE with that
of others — how they typically take action — for smoother in-
Understanding how coworkers, employees — even your
spouse or kids — generally act helps you understand and in-
teract with them better. “You can be more patient, give better
advice, understand where you’re di erent and where you’re
similar,” Kolbe explains.
This has improved shalom bayis in Kolbe’s 20-plus-year
“My wife and I are very di erent in Follow Thru,” Kolbe ad-
mits. “She’s a very organized, systematic person — always
has a schedule or a plan.” Kolbe ranks at the opposite end, a 2.
“When we were fi rst married — before we had kids — she
admitted that she didn’t know if she would be married to me if
she didn’t understand this whole Kolbe thing.” She might have
seen his disregard for structure as a sign he didn't care about her
careful plans, instead of an inherent personality trait.
Similarly, Kolbe’s knowledge of how his wife ticks helps him
relate better to her. He’ll tell himself: “David, you’re gonna mess
up something important to her, so if you love her — and I do — you
better spend energy fi guring out how to make decisions and priori-
tize. I better not mess that plan up.”
LOW SCORES ARE NOT FLAWS; high scores
are not better. In fact, scores that hover around
the middle o er their unique strengths.
Where you fall on the scale of any action mode
is a description, not a valuation.
Look at Follow Thru again. Organized versus
disorganized — which sounds better? “We were
not told as kids that this was a strength,” recalls
Kolbe of his lower score, indicating a person
who is “not very thorough, who will sometimes
leave loose ends, and doesn’t drive everything
Instead of viewing this trait as a weakness,
Kolbe asserts, understand how it o ers an ad-
People who aren’t tied to structure adapt bet-
ter. They’re not bogged down with the steps of the
process; they’ll say, let’s skip this step. This type
of person “prevents bureaucracies,” Kolbe says.
For those who fall neatly down the middle —
their balance makes them a natural bridge be-
tween the two extremes. A 5 or 6 in Fact Finder,
for example, can delve into research and gather
relevant information without overdoing it, Kolbe
explains. This person helps alleviate gridlock in a
team environment, with some pushing for more
explanation, while others complain, “Can’t we
just move on?”
PREPARED FOR PRINT BY SHIR A ISENBERG
This test (cost:
about $50) assesses
conative skills, helping
you discover how you
tasks or projects
using a spectrum of
four di erent “action
modes”: “Fact Finder,”
how you seek information;
“Follow Thru,” how you arrange
or design; “Quick Start,” how you
deal with risk; and “Implementor,”
how you handle space.
take_5_final.indd 31 1/23/2017 4:47:20 PM
30 M ISH PACHA
Radio personality and marketing expert
Yitzchok Saftlas introduces David
Kolbe, CEO of Kolbe Corporation and
codeveloper of the Kolbe Index, an
algorithm that rates job candidates based
on their natural instincts.
KNOWING HOW YOU TAKE ACTION shows you what to focus on, rather than simply
following the “rules” or “best practice.”
Why should you be aware of your Kolbe score — that is, how you typically approach
projects or get things done? It allows you to embrace, rather than resist, your natural
bent, by assessing your strengths in four di erent areas: Fact Finder, Follow Thru, Quick
Start, and Implementor.
Take David Kolbe. An 8 on Fact Finder, he describes himself as follows: “I need to do research.
If you ask me what we should do in the next quarter or the next year, I need to get all the research
done, look at historical trends and project them forward, talk to the CFO and get a breakdown on
product-by-product sales.” Understanding his general approach tells him the best way to go about
getting tasks done.
More importantly, “If you don’t know [your tendencies], you’re going to run into the same prob-
lems over and over again,” Kolbe adds.
For instance, say your dad tells you, “This is how you need to do X — that worked for me.” If his
natural approach is di erent from yours, it’s not going to work as well for you.
“You’re going to spend more energy to get the same things done,” Kolbe explains. “And you’re
gonna hear your dad’s voice that you should be doing it a di erent way. That will cause stress.”
If you don’t know your tendencies, you’re going to
run into the same problems over and over again
FOLLOW YOUR NATURE
on their natural instincts.on their natural instincts.
B U S I N E S S T I P S F R O M T H E T O P
T A K E
take_5_final.indd 30 1/23/2017 4:46:48 PM
CERTAIN FIELDS CORRELATE
WITH SPECIFIC KOLBE PROFILES,
but that doesn’t determine the
course of your career.
What does the Kolbe Index look like for a great sales-
person? Generally someone high on the Quick Start scale
could sell you the Brooklyn Bridge. “The stereotypical
salesperson needs to close deals, take risk, and work with
all di erent kinds of clients,” says Kolbe. “He’ll accommo-
date the need for detail and information without getting
bogged down with all the details.”
Politicians are often part of this group. For example, Kolbe
believes Donald Trump would probably come out high on
the Quick Start scale. “He shoots big, sometimes missing
the target, but he’s not averse to taking risk. He could be
a 10 — they take chances, they speak extemporaneously.
The other end of the spectrum is someone who sticks with
what works, what’s tried and true. That’s not his MO.”
Yet people — and career paths — are diverse. There
may be an ideal Kolbe profi le for a lawyer, but there are so
many types of lawyer jobs. “We focus on helping people
understand,” Kolbe explains, “given your strengths, given
the way you take action, this is what you need to do to be
a successful lawyer. If you need to do things di erently,
shake things up, take risks from time to time, you need to
get a legal job that allows you to do that. [If you take] a
button down, straitlaced corporate kind of job where ev-
erything has to be done the same way time after time —
guess what? You’re gonna leave.”
It is equally important to understand that your fi rst job —
or even your fi fth one — is not going to only include duties
and responsibilities that fi t you to a T. You’ll need to adapt
to those challenging areas by, for example, delegating.
TEAMS THAT COMPLEMENT EACH OTHER with di erent strengths are more successful.
“The best teams typically have conative diversity,” says Kolbe. “The people on that team
can cover all the bases and operate in a more dynamic way… rather than fi ghting about the
process, they can focus on the results.”
It’s best when the leader understands both his own strengths and how to build a team
that eliminates weak spots or gaps.
That doesn’t mean all team members should be very di erent, especially on a small team.
“We’ve seen instances where executives think they want [an assistant] who is kind of the
polar opposite, and that doesn’t tend to work,” Kolbe says. “They’re so di erent, yet they’re
working so closely together, which can create a lot of friction.”
When people fi nd themselves working closely with others who operate very di erently,
Kolbe scores point out everyone’s unique strengths so they can appreciate them and fi nd
ways to deal with them. For instance, if the secretary needs to ask multiple questions to the
big-picture boss who doesn’t have time, the boss can suggest that the secretary write down
the questions and later turn to someone on the team for answers.
4 BUILD A DIVERSE TEAM 5
32 M ISH PACHA 27 Teves 5777 | January 25, 2017
To hear more, tune in
to Yitzchok Saftla