The Conference Board recently shared research indicating that of the tens of millions of dollars spent on workforce technical training, less than 10% of what is taught in the classroom gets transferred to the job. A corollary finding is most managers are used to setting objective job requirements with "technical talents" but not "personal talents."

As we approach the end of another year, more than ever before the insight that Kolbe consultants possess about these elusive "personal talents" is needed in the workplace to help companies realize their return on investment in training. May the New Year bring plenty of opportunities for all of us.

- Carl Jung

Questions for Kathy Kolbe

Answer: What a great question! You heard me exactly right and your question lets me clear up a great misunderstanding. Anybody who has seen conation in action can clearly observe that there is nothing passive about people whose Kolbe results fall into the Preventative Zone. Someone like myself whose Fact Finder results are measured as 2 ergs (units of mental energy) can be dogged in her need to simplify the amount of information which comes flooding in daily. It might be fair to say that someone with 8 units of Fact Finder has more initiating energy, but certainly no more conative energy than my 2 ergs.

So, what does "normative" mean in this scenario? It simply means that if you take the arithmetic average of everyone's Fact Finder energy and determine that it's, say, 5, then on a normal curve, frequently called a Bell Curve, 50% of the people will fall above the midpoint and 50% will fall below. The Curve will flatten as it moves toward either end, meaning fewer people will show results of 2 or 8 in this Mode, as compared to the bulge in the middle. This is another way our talents are unique, as opposed to a cognitive measure where falling to the left side of the curve has serious implications for our ability to succeed.

Focus on Team Dynamics

Here's an example of so-called "Risk Factors" from a 10 K report: "Since April 2004, we have made significant changes in our senior management team. Because of these recent changes, our management team may not be able to work effectively to successfully develop and implement our business strategies and financial operations. If our new management team is unable to achieve these goals, our ability to grow our business and successfully meet operating challenges could be impaired."

Admittedly, not all team effectiveness problems are conative in origin, but for those that are, the TeamTactix software will give a trained analyst immediate insight into the problem and prescriptive recommendations for improving the outcome. In the company quoted above, the stakes are huge.

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