Banking on Digital Growth
Banking on Digital Growth

Episode · 2 months ago

124) #ExponentialInsights: Empowering the Growth Potential of Teams with Kolbe

ABOUT THIS EPISODE

Self-awareness isn’t just about you. It’s about understanding the thoughts and behavior of others better so that you can communicate more effectively and build better relationships.

After all, at the center of digital growth is human connection.

In this episode, I interview Digital Growth Institute’s own Audrey Cannata , Content and Community Specialist, about a tool we love to use: the Kolbe System.

Join us as we discuss:

- How to leverage your innate strengths personally and professionally

- The three parts of the mind and how they sync

- Kolbe’s four operating modes and what they mean

- What happens when you work outside of your operating mode

- Promoting team unity and efficiency with Kolbe

Check out these resources we mentioned during the podcast:

Banking on Digital Growth Episode 26 w/ Dr. Benjamin Hardy 

The Kolbe System 

You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts, on Spotify , or here .

Listening on a desktop & can’t see the links? Just search for Banking on Digital Growth in your favorite podcast player.

So if you think about digital growth atthe center of it all is relationships and human connection and when youunderstand how people operate, when you understand their motivations and whatdrives them then you can better serve and and provide those solutions andgive them the courage and the confidence because this is all aboutrecognizing its that self awareness and it's not just self awareness ofyourself, it's you know, the person sitting across the table from you aswell. Mm mhm mhm. Mhm. You're listening to banking on digitalgrowth With James robert lay a Podcast that empowers financial brand marketingsales and leadership teams to maximize their digital growth potential bygenerating 10 times more loans and deposits. Today's episode is part ofthe exponential insight series where James robert interviews the industry'stop marketing sales and fintech leaders sharing practical wisdom toexponentially elevate you and your team. Let's get into the show greetings andhello I am James robert Ley and welcome to the 124th episode of the banking ondigital growth podcast. Today's episode is part of the exponential insightseries and I'm excited to welcome Audrey Canada to the show. Audrey is acontent community specialist here at the digital Growth Institute where sheis also a Kobe certified consultant which is in fact what we're going todive deep on together for you today. Welcome to the show Audrey, this isgonna be a fun. Almost really a behind the scenes conversation, one that youand I have multiple times a week because Kobe is a key tool, it's aresource for financial brands, one that they can use to do two things reallythree to educate, to empower and to elevate their teams to maximize theirdigital growth potential. So I'm glad you're here. Thank you James Robert. Iam so happy to be here. I have been working behind the scenes with you over,I think the last 120 plus podcasts and so it's super cool to be on the otherside with you. Um giving everyone a little sneak peek into our dailydialogue so that we can share this with our community. Absolutely. And beforewe dive deep into that, my favorite question to always open up with, as youknow, as you have, as you mentioned, you've been working behind the sceneshere and now we're getting to come front stage a little bit. What, whatare you most excited about right now? Either personally, professionally, it'salways your pick. Well personally, hey, my kids are backin school. I think we can all get on the same page with that. There'ssomething to be said about having a nice, peaceful, quiet home, especiallyin this world of remote and uninterrupted zoom call is alwaysPretty fantastic and appreciated. So that's what's going well personally andthen professionally, Hey, we have a lot of things going on over here that we'reworking towards, especially when it comes to community. We're doing a lotof good reading you and I and the rest of the team some books, they're soexcited to see how community is going to play a part in 2022. Yes, and a bigshout out to Aaron CAldwell from MX, who was just on the podcast, had agreat conversation and dialogue really looking at building community digitalcommunity and some of the things that they're doing at MX, and we're lookingat doing even more over the over the coming year, because when you thinkabout digital growth, it's a journey, it's a journey that you don't have totake on your own. In fact, from our experience, we have found that whenworking together not only is a team internally, because there's theinternal community, but then also connecting with peers, connecting withcolleagues, you're now on this journey...

...and even you help facilitate these bookclubs that we do, and I think that's always need, it's the connections rightthat people are making here through these book clubs and ultimately throughcommunities. And when I think about connections and I think about growth, Ithink about transformation. One of the things that we talk a lot about is thefour transformations, transforming the self first and foremost, then you cantransform the team from there, the organization because organizations aremade up of teams which are made up of individuals and then finally transformthe lives of people in the communities that a financial brand serves. And somany times we try to transform the organization digital transformation.But we're not thinking about transforming the individual and that'swhere we can think of Ancient philosophy, know thy self really comesinto play and and I think that's that's that's the whole idea of Kobe. And soto begin with for context for the dear listener, what is Colby? And I thinkmore formally the Colby cognitive index so that we can give the dear listenerof foundation to begin with because this has been a big area of focus andstudy for you now over the past few months, more more specifically.Absolutely. So the Colby cognitive index was created by a woman namedKathy Colby. She just so happens to be the daughter of the gentleman whocreated the Wonderlic test which is a pretty well known I. Q. Test. So she'sbeen studying testing in different types of tests and results for quitesome time. And what is unique about this particular assessment is that itprovides clarity into your natural and eight strength meaning these arestrengths that are simply who you are and have been since birth. And so itgives you a chance to leverage those initiating strengths into both yourpersonal and professional life. And when I think about natural operatingstrength. Uh my digital technology mind kind of goes into the os the operatingsystem of the mind here. And I'm curious from your point of view andyour perspective your expertise, why is Colby so important for financial brandsto consider as a key tool for them to really begin to maximize their futuredigital growth potential. So if you think about digital growth atthe center of it all is relationships and human connection and when youunderstand how people operate, when you understand their motivations and whatdrives them, then you can better serve and and provide those solutions andgive them the courage and the confidence because this is all aboutrecognizing its that self awareness and it's not just self awareness ofyourself. It's you know, the person sitting across the table from you aswell. I can hear some people thinking. We're already doing some of this whenit comes to talent development and educating and empowering our peopleempowering our teams. For example, we might be using disk, we might be usingMyers Briggs, we might be using strength finders. What's the differencehere? Say between Colby and the competitive part of the brain versuswhat disk and Myers Briggs and some of these other tools and assessments arelooking at what makes Kobe so unique just to back up and give you a littlehistorical perspective as to as to what makes cool be unique is if you lookback at ancient philosophers and even modern psychologists, there are threedifferent parts of the mind. You've got your thinking, your feeling and you'redoing and the cognitive part of your mind is the doing and that is whereyou're striving instincts are your natural way of taking action. Your M. O.Your modus operandi and identifies um...

...those strings that you've had sincebirth. Now on the flip side you've got your cognitive side of your minds andthat's going to be your thinking site. So those are going to be your skills,your I. Q. It's your knowledge, it's your experience. So that's going to beyour Wonderlic test. If you will or any industry specific assessments those canchange and they should change. If you take an assessment two years ago youshould improve I would hope on a current assessment. So those aredesigned to improve and change over time. The second part of your mind isyour effective side. And that's going to be your feeling side. So this iswhere your desires and motivation and your attitudes come into play. And thisis where you see as you mentioned before your disk assessments, yourMyers Briggs assessments and again like you're thinking side your intelligenceside these can change as well. I know we've seen and read the book by drBenjamin hardy personality isn't permanent. So both of those aredesigned to change now. Those are both all great assessments and veryimportant parts um of the mind. But I think the missing piece that getsoverlooked so often is that cognitive side. It's how you're actually going totake action. And it's how you use your mental energy and your instincts.That's a fantastic point is this idea your intelligence, your I. Q. Willcontinue to transform. It'll evolve the more you know the more you grow kind ofa thing. And and that's where being a lifelong learner particularly in thisworld that we're moving into a world full of exponential complexity. I thinkit scares a lot of people because we want that assurance of Of what is safe,what is secure. And as we've all experienced over the last 12-18 monthslife has been almost anything but safe and secure. There's always that littlebit of doubt in the back of the mind of I I don't I'm longing for january of2020 the same thing. Personality episode number 26 A Doctor BenjaminHardy as you mentioned, we really went deep into that book into his thinkingthere and he does he takes on disk he takes on Myers Briggs and it's amultibillion dollar industry but he's an organizational psychologist. So he'sseen the transformation of personalities and and now we have thecognitive that's built in like that's your that's when when you arebeautifully and wonderfully made that is your that's who you are and we'llget into this in a in a moment. What happens when you're not working withinyour these these these operating strengths. So I'm really curious hereknowing these three different parts of the mind when using Kobe as a tool toeducate and empower teams. We look at the what are called the four actionmodes and this gets really deep. So let's unpack each one of these prettyslowly because I know that this is where someone who is listening to thisfor the very first time. We've seen it happen when working with with with ourown clients in the program, they start to get a little bit overwhelmed and solet's just break each one of these. What are these modes and why are theyimportant to know and understand? Sure. So the four different operatingmodes, you've got fact finder, you've got follow through, you have quickstart and you have implementer and every single one of us has some amountof each of those modes. However the...

...intensity or the degree varies whichmeans the effectiveness or reliability or your level of stress may change whenoperating in these modes. So taking this further and I know we said wetouch back on this and a little bit but when you work outside of your operatingmodes that's when you tend to drain your energy. And so it's not that youcan't operate outside those modes. It's it's like the curse of the capable justbecause you can do something doesn't mean it's worth your time and energy.So when we identify exactly where we sit on these continuum, we can learn toplan accordingly. We can predict behaviors better. We can be bettercommunicators and be more effective in our personal and professional roles.And that's a great point, it's the curse of the capable just because youcan do something doesn't mean that you should do something. It's an area ofstudy that we're really starting to look at this idea of what is a person'sgrowth ability. What are those three things that really energize them thatthey could do, You know, 10, 12 hours a day, not advocating for that. And infact, what we're finding is we have to set some boundaries, particularly inthis remote world because we are more than just the work that we do andthat's where I find a lot of financial brand marketing teams, sells teams andand really even leadership teams, they get stuck in the doing and we have tocreate the space and time to break, free to review, to learn to think andthen to do even better through that next round of iteration. So we havethese four action modes. Let's dive deeper into the first one here, beingfact finder. What does that actually mean? And how can we might apply thiswithin just the own work that the dear listener is doing here. Sure. So justto kind of back up a little bit and and paint a picture of what these actionmodes look like and what your results might look like is you're going toreceive a number one through 10 and each of these different action modes.So if you think of it as like a continuum versus a high versus low, forexample, if you receive a three in one area, that's not necessarily, I meanit's not a weakness at all. It's actually a strength. It just means youare more resistant in that area and and resistance can be very much a strength.So when you're thinking about these results and you're thinking about yourKobe score and the numbers that you receive just know that there areabsolutely no weaknesses and it's all strength in their own different ways.And I'll give you a personal example. I'm a three and quick start which meansthat I'm I I stabilized, I'm very risk averse. I protect what's working andthat's not a bad thing at all. There's many times where we need that,especially when I'm working alongside you James robert who is a nine andquick start, we need that counter that counterbalance. Yeah. And we'll comeback to our scores here because I think it will be helpful to provide somecontext into how we can utilize and apply this knowledge and that's a greatpoint. You make that this is on a contingency. It's not a good or a bad,it's it's it's how you were made. This is your natural operating strengths andso just because you're high in one area and low and another, it's not apositive or a negative, it's actually kind of what you initiate if you willand get, it's where you get the most energy too. And it's also what cannotdrain you on the opposite end of the spectrum. So with that in mind, let'sgo back to fact finder here. So fact finder is going to be how you gatherand share information. So this is going to be your probing instinct and yourneed to investigate in depth. So if you...

...find yourself in initiating fact finder,you have this need to specify, you tend to need details. You tend to need toknow why you ask questions, you're going to do research before you solve aproblem. And what's interesting enough, fact finders tend to have the hardesttime filling out the Kobe assessment because their answers typically arewell, it depends give me more information on the opposite end of thecontinuum. You have those who counteract in fact finding and theseare people who have a need for simplicity. They don't need a lot ofinformation or details before solving a problem. In fact, they tend to getbogged down in too many details. They get overwhelmed with details. They tendto see the big picture or the vision. Think about people like this. Probablyjust need an executive summary. Yes, yes. And and and and on that note, I goahead and give a little peek behind the curtain. I'm a three fact finder. Youtalk about that executive summary, that's exactly what I need. And that'sone of the reasons like when, when, when I do research, a lot of it is veryhigh level research and I put together and connect a lot of different sourcesand look for the patterns, look for the trends, not get too bogged down becauseif I'm doing that deeper level research as a three fact finder, I canabsolutely do it. But I know it's going to drain my energy. And so that's wherewe can take Kobe and these different scores and begin to put them togetheron on a way to work as a team. So now we can begin to balance each other out.So that's fact finder. The next one you mentioned was follow through followthrough is going to be how you organize and design systems. This instinctcauses those to seek a sense of order. And I think it's important to know thatfollows, there is not the same as execution, It's not whether or notyou're going to get it done, it's just how you're going to get it done. And sothose who initiate and follow through this means that you systematize, you'rethe ones who are going to get that plan in place and keep everyone on track.These these individuals are great for growing and scaling businesses becausethey need a sense of order and they're naturally going to bring closure to andthese individuals also have a, have a need to feel the need to check thingsoff a list and I know again, another little sneak peek James robert, you canattest to my level of list making and how wonderful it is to check things off.absolutely. And on the opposite end of the spectrum. So, so you're, what wewould say is a seven On that follow through. So you're seven out of 10 Andlooking at getting into that building system. Systematize ng you're thinkingI'm a two, I'm a to follow through on that scale of of 1-10. I'm gonna go in there and find ways tobreak systems. Find shortcuts. And even if I know that like this is, you'resupposed to do A then B then C then d I'm probably not gonna do that justbecause that's just not how I naturally operate. And if you want me to build asystem once again I can do it, I'm gonna get drained, I'm gonna get tired,I'm gonna get grumpy. But on in addition to that though, James, robertbeing in this resistant, follow through area, you're very adaptable and you'revery flexible and so you don't follow the plan because you don't need tofollow the plan, you don't want to get boxed in and that's a great point whenyou start to look and identify these different scores and patterns, thereare certain skill sets, quote unquote...

...are certain roles that you begin tofall into operate within that natural operating strength. And so when youlook at, say my profile, go ahead, just share it for everyone. I'm a three factfinder. I'm a to follow through. I'm a nine quick start, which will dive deepinto this here in a moment and then I'm a four implemented. But that 3 to 9,that is very typical from an entrepreneur that's very typical fromsomeone in marketing or even in cells and, and and that brings us to the nextpoint. It's that nine quick start. I mean you can only go one higher whichwould be the 10 and so you're on the other end of that spectrum, you're athree as we mentioned before. Once again, what is that better than theother? There is not a good, there's not a bad, let's talk about quick starthere and how this is important to understand where an individual fallsand then we can bring the team in for a bigger conversation. Sure. So quickstart is going to be how you deal with risk and uncertainty. So it's not aboutthe speed, it's not about how quick or how fast you move, it's how you dealwith the future. It's your innovating instinct, it's your willingness toexperiment. And so when you've got someone like you who's initiating quickstart, it's going to be our natural innovators. It's the ones who canbrainstorm ideas. They tend to be able to work last minute. They work underpressure. If you give them a deadline, they'll probably wait till the lastminute because that's when they get their most energy, That's when theywork most efficiently when they have that sense of urgency. Again, thesetend to be entrepreneurs, technology has transformed our world and digitalhas changed the way consumers shop for and buy financial services forever. Nowconsumers make purchase decisions long before they walk into a branch. If theywalk into a branch at all, but your financial brand still wants to growloans and deposits, we get it. Digital growth can feel confusing, frustratingand overwhelming for any financial brand, marketing and sales leader, butit doesn't have to because James robert wrote the book that guides you everystep of the way along your digital growth journey, visit www dot digitalgrowth dot com to get a preview of his best selling book banking on digitalgrowth or order a copy right now for you and your team from amazon insideyou'll find a strategic marketing manifesto that was written to transformfinancial brands and it is packed full of practical and proven insights youcan start using today to confidently generate 10 times more loans anddeposits now back to the show. Yeah, I know I drive event organizers up thewall because they're always wanting to get a slide deck. They're always wantedto and I'm typically, like you said, it's last minute because that's justwhere that thought flows and seeing and living through this Covid experience.It's been a very, I would say, you know, having had Covid myself overall, it'sbeen a positive experience, not having Covid that is, but just being adaptable,really, just jumping in and just figuring it out and then working withfinancial brands as a sounding board, as a coach, as a guide to them becausewe're gonna come back and identify some of the patterns, which is almost theantithesis, it's the exact opposite of what we're talking here with. Just mepersonally that 3294, let's talk about the four, that's implementer, what doesthat mean? Because I think when you say the word implementer, people likefollow through, they get confused as to what that means. Yeah, absolutely, Iappreciate you bringing that up because being an implementer, it's not the sameas following through this is more of a literal tangible. How do you work withspace and visuals physical? So this is...

...going to be more of your concreteversus abstract, your physical problem solving. So tools maybe charts and also,you know, the, the need for the space around you, a lot of implementer aregoing to be those who they don't like getting boxed in, they need to be ableto walk around and move and so if you are looking at maybe just somedifferent roles doctors or carpenters, those who work with their hands,they're going to be those high karma can car mechanics, they're going to bethose higher implementer and so we don't really get to talk a whole lotabout this operating mode when we are specific to the financial industrybecause we, we really aren't doing a lot of tangible work. It's a lot of,you know, services that we're selling here, so we don't get a whole lot, butI think when you're thinking about just personally how you communicate yourideas whether or not you're, you know, if you're on the lower end, you're moreof that visionary, your ideas are in your head, if you're initiating, you'vegot to write those outdraw him out, get your white board out and and also youprobably prefer more face to face interaction, which is prettyinteresting and and this is why understanding your, your Colby indexand, and and more specifically they're, they're different indexes within Kobe,there's the Colby a index and that's that personal perspective here. I hadno idea why I hated hated absolutely boarded like putting together IKEAfurniture. I can't stand it because I'm a four on this implementer scale, don'task me to take a car apart and put it back together. It just is not happening.I'm already exhausted with that like a project. I remember an early marriage,we had a, we had a food that we got from IKEA and it was an all day projectthat's why now like apps like handy come in handy because I just know ifyou're wanting me to work with my hands and be very tangible, it's going tolead to some friction and frustration for sure. So I want to, I want to get alittle bit more personal here with, with you, what's your Kobe profile?We've already alluded to some of this, but now that we have clarity into factfinder, follow through, quick start And then implement are the four actionmodes unpack your Colby profile for us. So I am a six pack finder, a sevenfollow through, which is my initiating strength. So that's where I'm going tonaturally take action. I am a three quick start, which means I'm going toresist and counteract here and then I am just like you, I'm a fourimplementer and and once again I'm a three factfinder, I'm a to follow through, I am a nine quick start, so that is myinitiating strength and then I'm a four implementer when, when you think aboutyourself, what have been the greatest lessons that you've learned fromknowing you're Kobe profile? Well that is actually pretty easy and um, I thinkyou were there for this for this, I guess awakening, I was a teacher forabout seven years, great, wonderful experience, it was rewarding, I was, Ifelt like I was really great at what I did, but I would come home mentallyexhausted every single day by the time my day was done, I had nothing left togive my family. It was, it was very taxing and it started to become verystressful and frustrating. I wasn't happy anymore and I felt bad, I feltterrible that I was giving up on this career when I felt like I was giving upon these students, but it wasn't until James robert you and I said and I thinkone of our very first Colby workshops...

...that we went to together that Irealized that I had spent seven years working outside of my natural operatingmode. I have to tell you, I had a Pinterest classroom, I was organized,my lesson plans were incredible. I had a system for everything. Well that'sbecause my initiating strength is being a follow through and what teachingrequires is adaptability, change experimenting. Well, that's aninitiating quick start. I'm a counter at quick start. So the requirements ofteaching, it was draining me and I didn't understand why and and now youknow, I was able to adapt and change, but ittook the wind out of me. So it was a really great personal dissatisfactionto know that is why, you know, the course went the way it did and that's a great point like if you'reworking outside of your natural os your natural operating strength, it is goingto take a toll on your soul. There there are no ifs ands or buts aboutthat and I've experienced it myself personally, whenever I have had toreally work in more of that higher level fact finder higher level followthrough and I'm working outside of that, initiating quick start. I really dofeel that brain drain that energy drain. And so knowing that once again how westarted this conversation that know thyself, I'm gonna pick on you here fora little bit because I literally I and and this is why and maybe you couldprovide some more context to this, but this is why not only knowing your ownKobe Kobe profile, but then also that of your team. Why this is so criticaland really I would say different than say a disk or a Myers Briggs becauseit's not about personality, it comes down to operating strengths. And so Isent you a text message about this podcast and it was yesterday and I saidI said I said you up for me to interview on the podcast tomorrow. Isaid I'm thinking Kobe and you said yeah, I can handle that. Said perfect.So that's gonna be fun. I've been wanting to do this show for a whilewith you now. Such an important topic. You said sounds good. Maybe we can talkthrough a quick framework on the convo so that I'm prepared and I said no,just quick started but knowing that you're a three quick start, I'm a ninequick start. I know that would put you in a little bit of an uncomfortablesituation because it does come down to the adaptability back to the story thatyou just shared of, of just your teaching experience. So how has it been helpful to know andunderstand my Kobe profile when working together as a team and even some of ourother other team members here, how is it helpful to really have that clarityof working together? Say, whenever, if you didn't have that knowledge, whatmight that look like? Gosh, I can think of so many different areas that Colbyhas played into just our communication styles, the way we get things done andhold each other accountable just off the top of my head, you know, you beingan initiating quick start, you're going to come every day rattling off a newidea of something else you want to do, something you want to implement thisweek. And so what, what I have been able to do is number one be able tofield you some questions. All right, James robert, is this is this apriority? Is this a today action item? Is this the next week action item? Oris this the next quarter action item and you know, most of the time it willbe a put it on the next quarter, but...

...it's important that I understand thatbecause if I didn't have that clarification or if you didn't come tome with that clarification, it'd be on my to do list and I'd be delivering itin a couple days and I think you would start running drybecause you would always have to be then moving into a higher initiatingquick start area, which you can do for a short term. But if you're doing thatday in and day out, it's going to drain you. So now on the flip side, knowingthat you're a three, I'm a nine, I can come to you with a new idea, a newopportunity. But I really tried to just say, hey, this is gonna go on theinnovation jar. It's something that we're going to come back and I'm gonnaprobably get some more clarity around it so that I can communicate what thatideal future state is versus just, hey, here's the idea and then it takes youoff focus, which isn't fair. And and thinking about that just just betweenthe two of us and then other team members, where might there be conflictbecause because you're working in the community and your own coaching calls, where might there be conflict at afinancial brand that could probably be easily resolved if, if there was justclarity around Colby and then applying that knowledge because it's one thingto know, it's another thing to actually apply that act on it and grow when wehave looked at all of the different Colby's and I know you have mentionedthe amount of assessments that we've, we've given over the years, we've beenable to see some definite trends and generally speaking, we tend to seeinitiating fact finders and counteracting quick starts, which makesperfect sense. You're dealing with people's money and that's a good thing.We want them to be risk averse. But I think recognizing this and knowing howwe can make adjustments and surround ourselves with people who are in thoseother operating modes, we can use those strategies and use our strengthstogether. And when you look at other departments like sales and marketing,that's where you tend to see your initiating quick starts. And so it'simportant to kind of be able to fill all of these gaps and have team synergy.But the problem is, is when we have so many say hi fact finders, there couldbe what we've seen a lot of is analysis paralysis, you get in the weeds,everyone gets bogged down. You know, we never make a decision because we'realways asking questions. And so that's something that you know, we've givensome suggestions when you're going into a meeting. Hey, bring an agenda, Pickyour top three items, have a timekeeper and implement that 80% rule. Yes. And Iwant to come back to that point because we've been utilizing Colby here as partof our program for really the last four or five years. It's something that Ilearned about it through an executive coaching program that I'm in. And itopened up my eyes in, in just completely new ways that I wish I wouldhave learned this, you know, 10, 15, 20 years ago, I think it would have wouldhave prevented a lot of pain, not only for myself, but for others that I wasjust working with. And when you look at the you know, almost 1000 profiles thatwe've looked at over the last 4 to 5 years, you do see the initiating factfinder, you do see the initiating follow through and if you are missingthat, that quick start internally, I understand why whenever, you know, anew idea or digital transformation is introduced into the organization, Itdoes create some tension, it does create some conflict and back to yourpoint, it's the paralysis by analysis. It's why the decision making cycles areso long, you know, sometimes 6, 12, 18...

...months to make a decision on something.But that can, that can be almost deadly in today's world of just digital andthe speed and so that's where we've been operating on shorter cycles. These what I call 90 day growth cycles, the90 day growth method. It's a way to really break a larger conversationtopic up into these smaller chunks. How might that help just from your ownperspective, say an initiating fact finder or aninitiating follow through, feel a little bit more comfortable when youtake something large and you know, because we do annual planning and wehave a 3 to 5 year horizon which I think is outdated at this point. Covidhas shown us that, But you break it up into these 90 day, 90 Day cycles, 90day growth methods. Yeah, I think, I mean it goes back to to what theanalogy you have, you have said or the reference, excuse me, you've made somany times from Shel Silverstein, Melinda May who ate the whale. Bye byebye. And I think because these high fact finders need so much informationand they need to do all this research. If you break it up into these 90 daygross sprints where you just focus on say, your top three initiatives, you'llgive them that whole 90 days to do all the research they want just on thosetop three initiatives and that gives them a a deadline ofsorts so that it doesn't continue to go on and on and on. Because you knowafter that 90 days a decision has to be made one way or another for you tocontinue to move forward. And and back to your point about Melinda May, I'mthinking about that poem and it's one, it's a it's a great action item for thedear listener, go google it printed out, put it on your wall. I've had so manythat I've coached and advised over the years do just this because when youthink about digital growth, it is so much to take on all at once and and thepoem is this from Shel Silverstein, Have you heard of tiny Melinda May whoate the monstrous well she thought she could, she said she would. So shestarted right at the tail and everyone said Melinda you're much too small. Butthat didn't bother Melinda at all. She took little bites and chewed very slowjust like a good girl should. And it was Melinda May eating that well, biteby bite by bite as as we wrap up and this has been a fantastic conversationtoday. Audrey thank you so much for your your perspective, your insights,your expertise around such an important subject. Let's play the game of startand stop specifically when it comes to thinking about Colby. All growth, allprogress begins with a very simple first step forward. What is one thingthat you would recommend? Financial brands, consider their marketing team,their cells team, their leadership teams, consider when it comes toapplying the thinking that we've shared here today. Well I would first start byrecommending if you haven't already visit Colby dot com K. O. L. B. Andtake the assessment. I would possibly start with just one department mayberound up your marketing department or round up. Even if you can get yourleadership team, take your individual assessments and what's great is whenyou take these assessments you're provided with an entire analysis, abreakdown. Kathy Colby herself will give you a recording an explanation ofeach of the operating modes with different action items, different waysto combat stress and conflict. So if you have not already, I highlyrecommend taking your Kobe profile and you know I want to do something special.I want to do something special for the...

...dear listener Text 8 3-5495792 And the 1st 10 peoplethat text that number and say I want my Colby profile. This is something thatwe're going to do for you because we do so much of this already with financialbrands. Text 83 to 5495792 and Audrey will actually work with you to get yourKobe profile so that you can know yourself even that much better goingforward. So we'll do that for the 1st 10 listeners that text 83 to 549579 tosay I want my Kobe profile would love to make that a reality. That's a greatstarting point. What would be something that you because if we're going tostart something new, what would be a recommendation for you to say you knowwhat we're gonna start this we need to stop this over here so that we cancreate the space and time to begin to focus on this, creating this newreality. Well not to not to dig the otherassessments that you're probably taking in house but maybe consider and comparethe different value that that it's bringing. I know a lot of people areworking pretty heavily and the different and and disk and Myers Briggsand you know possibly ask yourself and and do a little bit of research. I knowyou can go on to Kobe dot com and they've got some great research andfindings if you're curious and want to know more and and swap it out maybeinstead of for that quarter try try this assessment. That's a fantasticpoint. And you know, knowing that this industry over index is in fact findingand over indexes and follow through. We know that this is probably just goingto be the first initial touch point. I mean we've done half day workshops onthis subject and that's just the first step because then you can get into whatare called Kobe a to a comparisons that's where you take your individualprofile and then compare it to a team member that you're working with to goeven deeper and and back to your point. I don't think it's a dig at all at atthese other assessments. It's just a different way of looking at the worldand you might even be able to use these as complementary. But knowing knowingback to the works of dr Benjamin hardy personality isn't permanent personalitycan change over time based upon so many different variables where you look atthe cognitive part of the brain, the operating system, the natural operatingstrengths. Those are pretty fixed. So you know, we've we've covered a lottoday Audrey. This has been an area of focus for you. It's been an area ofgrowth for you. It's been something like I said, we've been doing for thelast 4 to 5 years as an organization. But if someone wants to connect withyou to say hello, what's the best way for them to find you? Absolutely. Youcan reach out to me at Audrey at digital growth dot com or you can findme on linkedin at Audrey dot kanata. Fantastic. Well, Audrey this has been alot of fun, different, different perspective going inside today to bringsome additional thinking outside to the dear listener to continue to educateempower and elevate you as always. And until next time be well. Do good andmake your bed. Mhm Thank you for listening to another episode of bankingon digital growth with James robert ley like what you hear, tell a friend aboutthe podcast and leave us a review on apple podcasts, google podcasts orSpotify and subscribe while you're there to get even more practicalimprovement insights visit www dot digital growth dot com to grab apreview of James roberts, best selling...

...book banking on digital growth Or ordera copy right now for you and your team from Amazon inside you'll find astrategic marketing and sales blueprint framed around 12 key areas of focusthat empower you to confidently generate 10 times more loans anddeposits until next time be well and do good.

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