Rethinking Imposter Syndrome: A 7-5-4-3 Kolbe A Index, Unpacked | Private Sessions

Tron Smith is thriving on paper, but she's quietly battling imposter syndrome. She works at Airbnb, runs her own rental staging company on the side, and her coworkers call her Professor Tron. So why does someone this capable still doubt herself? 

In this Private Session, David Kolbe (CEO of Kolbe Corp) reads Tron's Kolbe A™ Index result out loud for the first time. He starts with her Natural Advantage™, Answer Authority, then breaks down the full result one Action Mode® at a time. As he interprets it, her self-doubt starts to look more like a misread of her own instincts than a sign she doesn't belong. 

Tron's Natural Advantage: Answer Authority 

Tron's full Kolbe A Index result: 7 in Fact Finder 5 in Follow Thru 4 in Quick Start 3 in Implementor 

This session breaks down what each number means, why those strengths show up everywhere from her sales pitches to her team meetings, and how to work with your instincts instead of against them. 

Curious about yours? Discover your Natural Advantage, then unlock your full Kolbe A™ Index result: https://linktr.ee/naturaladvantage 

⏱ CHAPTERS 
00:00 — Thriving on Paper, Imposter in Her Head 
01:04 — Natural Advantage: Answer Authority 
07:00 — Fact Finder: The 7 (Why She Needs the Facts) 
11:55 — Follow Thru: The 5 (Living Inside the System) 
17:50 — Quick Start: The 4 (Calculated Risk Only) 
21:05 — Implementor: The 3 (Builds Ideas, Not Objects) 
25:14 — Working With the Way You're Wired 

📌 WHAT YOU'LL LEARN 

• What a Natural Advantage is (and how it's just one piece of your full result) 
• How your full Kolbe A Index result reveals strengths across all four Action Modes (Fact Finder, Follow Thru, Quick Start, Implementor) 
• Why a "low" number is a strength, not a weakness 
• How to read your own 7-5-4-3 and use it at work the next day 

🧠 ABOUT KOLBE Kolbe measures how you naturally take action — your conative instincts. It's not personality. It's not IQ. 

Every Private Session follows the same path: the guest's Natural Advantage first, then their full Kolbe A™ Index result, one Action Mode® at a time. You see yourself in someone else's session before you ever take the assessment. 

🔗 LINKS 
 
Discover your Natural Advantage and unlock your full Kolbe A™ Index result → https://linktr.ee/naturaladvantage 

Work with a Kolbe Certified™ Consultant → https://www.kolbe.com/consultantsearch 

Learn more about Kolbe → https://www.kolbe.com 

🔔 Subscribe so you never miss a new Private Session. 

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Find the freedom to be yourself by taking the Kolbe A™ Index or Kolbe Y™ Index for the youth in your life. Many successful companies work directly with a Kolbe Certified™ Consultant — find one in your area.

Transcript

SPEAKER_00 0:00

You're an entrepreneur. It sounds like you're thriving at it, but you might not always feel like it.

SPEAKER_01 0:05

I mean, I hate to say that you're correct and spot on here with this, but it's okay. You can say it was spot on.

SPEAKER_00 0:12

I like that. This is Tron Smith. She works at Airbnb and owns a rental staging company on the side. Her coworkers call her Professor Tron, and by all accounts, she's thriving, but she still feels like an imposter. We're digging into what changes when she stops fighting how she's wired and leans into her natural advantage.

SPEAKER_01 0:31

I know the answer, but it's like, oh, I didn't practice that one, even though it's a question that I have been asked like a thousand times. You give a lot of information, including, by the way, when you're not asked to give information. What you're saying is, I'm naturally nosy, which is true, right? Like I'm just a very curious person. I do not ask a lot of questions on team meetings and team calls. That's where the imposter syndrome kicks in for me.

SPEAKER_00 0:57

I think one thing that learning your Colby results can help with is understanding, you know what, I'm not an imposter. So your Colby result, yeah, your natural advantage, which is the little kind of intro, quick hit, you are an answer authority. So when I hear your description of, I mean, you start with you're a salesperson, you're a seller. Um, and I think for a lot of people that brings um a preconceived notion of, oh, that means you're just like jump in risk taker, make stuff up as you go along. But for you, you're the answer person. So I was fascinated hearing your description of what you're doing building markets and doing market research. You need the you need the info. You get the scoop, you do your homework, you come with numbers and facts and figures, and you don't just keep them in a notebook to yourself. You share them, you tell people. So you're not just the question authority. We we could have put it that way too, because I imagine you are asking questions all the time in meetings, whether that's with clients, with bosses, with friends. By the way, this just isn't something that just happens at work. Uh, this is who you are all the time. So, yeah, you ask questions, but you give a lot of information. Um including, by the way, when you're not asked to give information, which, and by the way, I am also an answer authority. So uh none of this is a criticism. If you hear me saying something that sounds like I'm it's a negative, it's just a I meant to mean to be lighthearted, but yeah, there are things we get in trouble for. Like I'll admit, um, sometimes I get in trouble for going on a little too long sharing information, and I kind of have to notice some body language and other things. You're a little bit the same way, I would imagine. Does that sound right?

SPEAKER_01 2:50

Yeah, I think it it sounds spot on. Like I do like to ask questions, I do like to kind of do the research, right? Before uh I get in there. And I think what you're saying is I'm naturally nosy, which is true. Like, right? Like I'm just a very curious person. And so moving into market research and learning like consumer insights, quant and qual and that whole thing, and kind of trying to uncover what I want to leverage in my sales pitch is is really, I think, one of the reasons why I became so successful as an enterprise seller. And even here at Airbnb, right? There's a lot of data that I have at my fingertips about everything and being able to decide what of that data um is appropriate for whatever project that I'm working on, and then how to funnel that up um is also uh one of my strong suits. I am gonna disagree with you on a little bit though. Okay. I do not ask a lot of questions on team meetings and team calls. That's where the imposter syndrome kicks in for me. And I can ask them private. I can ask my manager, hey, what did they mean by that? But I'm not that person that in front of the whole group is gonna be like, hey, what did you mean by whatever that word was or whatever that thing was that just flew over my head? Um, I will get to the bottom of it and I'm not gonna make it up, but a public one is is probably not gonna be where I'm I'm gonna go.

SPEAKER_00 4:30

Uh I get it. And thank you for that kind of correction, or I wouldn't even call it a correction, just adding to it. What I want to use that to talk about is is about the way you take action. Um, it's called the cognitive part of the mind. So that's the you need information. You need to get answers. That's the way you problem solve. You know, you jump in by getting information and by sharing it. What you're describing though, and that's where the kind of correction or or additional information is, that sense of, okay, but in what context are you comfortable doing it? That's more the affective side of who you are. So you're more comfortable getting that information. You have a preference for doing that more behind the scenes, it sounds like, not in not in front of the whole group. You know, maybe doing it before, maybe doing it after. If the questions pop up in your head, maybe you jot them down. Actually, I would suggest, um, and this is a really important one for somebody like you, because you have different parts of who you are as a whole person. So you're gonna have all these questions, and if you don't think in the team meeting is the right time to do it, don't lose track of them. Like part of your confidence will be when you can get those answers, you can go back into it later. And if you have the questions and you forget about them, which we all do from time to time, that can make you feel a little um sometimes unprepared or you know, whatever it is. So don't lose track of them. Write them down. That imposter syndrome that you mentioned pops up in different ways, I think, for almost everybody at various times, um definitely more of an affective thing. You know, it's not about your cognitive strengths. And I think one thing that learning your Colby results can help with for you and for kind of everybody is understanding, you know what, I'm not an imposter. Like this part of me, this answer authority part of me, yeah, people can count on me to get good questions. Again, whether you're asking them in a meeting or not, you come up with great questions. You not only have insights uh by using your your strength in gathering and sharing information, so you don't only have the oh, I did the research and I now know it. Part of that is also the question phase of that. And I'm not saying you need to ask the questions in a meeting, but I will tell you, you're not an imposter tron. Like that is who you are, and you're I'm sure you're awesome at it. So don't hide it. Like do it how you're comfortable doing it. Um maybe add them in. I mean, I'm already getting a sense from you that you are very comfortable meeting people and talking. You're not a blushing violet, you know, you're not a wallflower. But I hear that, you know, team meeting, that's when you maybe don't want to ask those questions. But maybe figure out a way to do it a little more often so you can show to yourself. I don't care about the other people because they already know you're not an imposter. Show yourself like, no, this is what I bring to the table, and it's amazing. Okay. Does that make sense? Yeah, totally. Yeah, no, hard. Okay. Um, all right. Well, let's dig into the broader Colby A result. Not just the not just the natural advantage, which is fantastic, and it's really meant to suck you in and get you going. Oh, yeah, I see what you're talking about. This is me. But the rest of your results. So by numbers, you're a seven, five, four, three. So what we've been talking about, the answer authority, that's really the fact finder part of you, the gathering and sharing information, doing the research, uh, needing to become an expert. So that's seven, uh, and in each of those, it's it's on a spectrum, really, from one to ten. The further we are toward ten, the more we would say that you uh you initiate in that what we call action mode. So in Fact Finder, you really initiate the problem solving process because you're at a seven with getting that information. Okay. Um so again, detail expert. Millions of people have discovered their natural way of taking action. What's yours? Go to Colby.com and take the Colby A index to find out. When it comes to guessing, you're not a guess it kind of person, you are a quantify it kind of person. If there are unknowns and there are always unknowns, you're the kind of person that will like to put bounds or constraints on the unknowns and tell people, well, here's what I think within the certain percentage of confidence level, or it's plus or minus this. You by the same token, you're perfectly fine just sp putting stuff out there as long as you have already done the research and gotten some of those answers. It's the times when somebody says, uh, you know, asks you to give an opinion on something where you really don't know it yet. That's where you'll say, Yeah, I really don't know. Um and try not to let people force you into a situation where you have to give an answer that you really don't have a clue about. Sure. Um I don't know if that happens much in in your job or personal life.

SPEAKER_01 9:44

I mean, it happens sometimes. I think it recently happened on an example where I was leading a webinar. Um, and somebody asked a qu it's really interesting that you actually brought this up because somebody in the webinar like asked a question that I wasn't really sure on the answer of. And like I just like completely froze like froze and was like so disarmed. And it was just a basic question, like that I probably shouldn't have known the answer to. So my my backup that I keep in my back pocket is I normally ask my manager, I say, keep me honest. So that means you come in and make sure what I'm saying is actually the right thing that I should actually be saying, because I don't like guessing and I don't like misinformation. And I get frazzled. It's weird. Like I know the answer, but it's like, oh, I didn't practice that one, even though it's a question that I have been asked like a thousand times, David. So um, yeah, I I think that I mean, I hate to say that you're correct and spot on here with this, but it's okay.

SPEAKER_00 10:51

You can say it was spot on. I like that. Pretty spot on on that one. Um, yeah, and the way, you know, there's there's some techniques. One of them is just to say, you know what, that question deserves a really accurate response. And I would be guessing right now, so let me get back to you on that. And sometimes, even in the course of a conversation, it'll come back to you and you can say, you know, I thought about it a little more, and here's that answer to that question, even if it was five minutes earlier. Um, and you know, that's fine. Um, but you can give responses like that, and because the people who work with you more often know that when you give an answer, they can count on it because of your seven in fact finder. I think they'll be they'll be very understanding of hearing that. Sure. So the next one is follow through. Follow through is how we deal with systems, structure, uh, organization. So you're a five. And as I said before, every you know, the the scale is essentially a one through a ten. You're in the middle of that continuum. So when it comes to systems and structure, uh you don't necessarily initiate the problem solving process or a project with creating a system and coming up with a comprehensive 12-step plan. You're more likely to, hey, if there's one there, great. I will work within that system or structure. Um, you know, you're also not the kind of person that just ignores it, is always finding shortcuts and ignoring some of the steps. By the way, full disclosure, I'm on that end of the spectrum. Yeah. So the positive way of describing that is um I'm open-ended and adaptable. But yeah, the negative side, because I was talking about it's not really a criticism, but the reality is that if you need somebody to follow procedures carefully and consistently, I'm not your guy. Um, you aren't so far on that end of the spectrum where like if you were running uh safety at a nuclear power plant, uh, maybe I'd want a little more factor follow-through from you. But but you're not. So you live within those systems and structures. And what's great about somebody with this five in system and structure is you kind of accommodate those swings and you will help other people too, whether that's at work or also in your personal life, because there are times when, oh my gosh, there's you know, things are so structured and systematic, and you can live within that. Um, but you can also maybe push some of those boundaries and find a some of those shortcuts. And um, and then those times when oh oh my gosh, there's no system in place. There's no structure. Now, if you have to operate in that situation all the time, that's going to be stressful. But for little chunks, great, you can accommodate that. Uh, you can flow with that a little bit until it gets back to a little bit of system and structure. Um, so you'll you'll do that pretty naturally, and people can lean on you for that. You're a good person to work, um, you know, where there's a little bit of bureaucracy, but maybe also a little bit of leeway. Yeah. Um I don't know. I don't know how bureaucratic Airbnb is, and I don't want to rat them out or anything, but no, no, it's a big business. At least we all know. It's a big business.

SPEAKER_01 14:06

Yeah, it's a big business, and I'm fortunate enough to work on the side of the business that's not so big. And so uh ambiguity is still where we live and where I live, and there's a lot of scrappiness that's um that's still going on on this side of the team, and there is some building that's happening, right? And so it's like you said, like I can thrive in this situation where I have some sort of just frame. I can start to move those pieces into place and like reorganize some things around to start to make a clear playbook after I already have kind of like these are the goals, these are instructions, these are the goals, like get us there, and I can kind of weave in and find some, you know, operational gaps and like process redundancy. Like, I'm good at finding redundant processes, okay? Um, but also like really good at leaning into, like you said, new ways and shortcuts. Like, I'm this new, we got this new AI tool at Airbnb. It's literally, I'm the gene. Like they're calling me Professor Tron at this point in time. And I'm like schooling them on how to like work that into the daily processes that we're using every day and cross-functional partnerships and how to naturally connect those systems together. Um, I think is why I'm loving the role that I'm in right now and what I'm doing. Because, like you said, if it's the same every day for me, eventually I'm I'm gonna literally like tap. It's gonna be a done deal. It's gonna be a done deal.

SPEAKER_00 15:48

So I'm also curious, starting and running your own business. I mean, yeah, there were no systems and structure in place. So how and you probably need at least some. How did you deal with that?

SPEAKER_01 15:59

Uh, GoDaddy was my best friend. Um, no, I I really did. I I leaned into, I did the research, right? So I leaned into my friends that had businesses. I leaned into some GoDaddy tools and services and resources that they had available, not just for building my website, but how to capture lead gen, how to work that right? So, like those kinds of things. Um, I worked with my friend Summer on how to get all my paperwork correct and my LLC and like, you know, going to a I have a large network and a connection of people that I love and love me, and leaning into their strengths and expertise in the places where I was weak was how I kind of lifted that off the ground. Um, and yeah, still, still to this day, you know, getting getting clients and referrals to this day.

SPEAKER_00 16:56

So one of the things I'm hearing when you're talking about that is you hearing or me hearing you bring that fact finder to the table too. That's pretty detailed, like all the, you know, doing the research, you use that, getting the LLC in place, um, using your network. Um yeah, that that's all great. Um, and so I think that's an interesting description of using your fact finder to provide the system and structure that you needed with that, but also not letting it become overly systematic and bureaucratic in in your business. Um it's also a segue then to the the third one of the four action modes, which we call the quick start. And it's how you deal with uh risk, the unknown, innovation in the sense of doing things new. And with your four in the quick start, you're also in what we consider the mid-range, kind of like with follow-through, where you accommodate the kind of the risk and the unknown. Um so one of the things I heard with kind of why you started your business, it was almost like you were pushed to it. It wasn't like you're the kind of person where, oh my gosh, every month I'm starting a new business.

SPEAKER_01 18:06

Yeah. Yeah. No, you're right. I'm not gonna create chaos for the sake of change, right? It's gonna just be like I'm forced into it, I'm testing specific things, like look like piloting different things. It's my approach to innovation is very strategic. And I I think that a lot of time people think that because I am a spontaneous person in life and creative and social, that professionally, like I'm this huge risk taker. And sometimes you have to be in sales, right? The they say the bigger the risk, the higher the payout, the higher the reward, the higher the commission, or whatever. Um but for me, myself, I think I want it to be a calculated risk or a measured risk, right?

SPEAKER_00 18:55

Uh and language is like straight out of our results with your fact finder. Seriously. I mean, I was honestly in my notes, I was gonna talk about your calculated risk taking with your that's how you should do it. And you know, you built on something you already knew was an industry you were already in. And so this is a thing I'm gonna hit again with the imposter syndrome thing. You're an entrepreneur, and you it sounds like you're thriving at it, but you might not always feel like it because this picture that we've been uh painted, or you know, this notion that we've been told, well, entrepreneurs have to be these swashbuckling bet the farm, do different, you know, brand new things all the time. A lot of people, frankly, I don't know if it's most, but a lot of entrepreneurs are more like you, where it is calculated, it's incremental. Yeah, you started your own business, that's what makes you an entrepreneur, but you didn't just wake up one morning and decide, oh, I think this sounds cool. Um but people feel like they aren't real entrepreneurs sometimes because they fit your mold and not this other mold that that culturally we're told that you have to be just like that to be an entrepreneur rather than be somebody who, you know, starts out in a field, learns under a mentor, and at some point says, you know what, I'm at the point where I've learned all this stuff I need to learn. Yeah, I'm gonna start my own business and go for it. And that's great. And just because you weren't the you know, stereotype of what an entrepreneur looks like does not make you an imposter. Yeah. Thank you. And I don't know if you feel that way about your entrepreneurial life, but I've met lots of people who do.

SPEAKER_01 20:42

I I feel that way quite often when you know I'm starting a project or when a new like host or I'm like starting a new home with a new home. I feel very entrepreneurial about it when they pay me. Uh when I pay my employees, right? Other than that, it's like, oh, it's just this side thing that I did. Like that's literally how I refer to it.

SPEAKER_00 21:06

Okay. So the the last part of your Colby result is your implementer. The name can sometimes be misleading. It's not how we implement as in carry things out. The name comes from the use of tools and implements. It's all about the three-dimensional world, tactile, physically building part. So um, for you, you have a three in implementer, which is toward the end of the spectrum where you're more uh imagine rather than build. You envision rather than you know physically construct and create. So your way of being creative, um, even if it's are you are you do you consider yourself to be an artist?

SPEAKER_01 21:48

Occasionally, yeah. I mean, I am definitely a creative and artistic sort. I don't know if you can tell, but I may be a little bit humorous, and I have taken stand up comedy classes at stand up live. So Yeah, I storytelling at the moth, all all my jail.

SPEAKER_00 22:03

Yeah. A lot of times people think of, oh, if you're creative, you need to create physical stuff. Yeah. You are a creative who creates conceptual things, um, stories. Lots of times when we see visual artists who have a result like yours, um, it's maybe painting, but it's more, it's much more two-dimensional rather than sculpture for as an example.

SPEAKER_01 22:26

No. I was just gonna say, like, I think one of the best things about working for Airbnb for me is that it is like emotional, right? Before it's more operational, like it's all the heartstrings and the feels, and like I can really lean into getting people to feel a certain way, right? Like I want my new host to feel a certain way when they walk into the house that I've you know assembled, as opposed to them remembering that it only took me 40 hours to do it, right? So I'm going for, you know, that I can kind of see that and visualize, like that's the end for me. When I pull back the curtain and they're like, oh my gosh, this is amazing. That's why I build the furniture or pay my team to build the furniture. Okay, yeah. Let me ask about that.

SPEAKER_00 23:20

How much? Because this that part sounds like a very physical job. Yeah. How much are you doing the physical putting it together and placing it versus other people doing that part?

SPEAKER_01 23:30

I'm doing the parts that I know need to be perfect and that I do. So, like the wallpapering, right? Like that's I'm always gonna physically do that because I it's not like I don't trust them to do it or my someone on my team to do it. Like, I'm the expert and they're paying for the expert in that regard. Um, the other stuff, it's it's literally I'm I'm just supervising. So it's only really strategic projects that need a level of expertise and care that I'm familiar with that I jump in hands-on. I may be on site every day, but I'm not dig digging, digging and screwing.

SPEAKER_00 24:12

Well, I love so again, getting back to what you lead with and your fact finder, and you know, it's you being the expert, which is a fact finder thing. I'd also say it sounds like attention to detail. Um, so using the wallpaper thing, as I was saying, initiating implementer is all about physical creating. So, you know, putting wallpaper up is more physical than telling a story, but it's also more two-dimensional than three-dimensional. And I just know for myself as the in fact finder, it's more about when I put that wallpaper up, those seams have to be perfect. I don't want to see any gap, you know, in that pattern. Whereas I know other people who are like twos in fact finder, they're like, whatever, you know, you it doesn't have to be exact, precise. I'm like, oh man, that's just nails on the chalkboard to me. Exactly.

SPEAKER_01 25:04

It has to be seamless. It's just like you said, like, has to be seamless. What's seam? Where's their same? No. Yeah, yeah. If you can't find it, it's done right. Exactly. Very cool. What questions do you have? I really love the tips that we've gone through so far about, you know, kind of pushing myself a little bit more on, you know, group calls at work where, you know, I could be a little bit more timid. Like when I think about especially my organization, and let's say we're having a QA with our CEO, like they put so much emphasis on the question. Like, we have to be sent in beforehand, and it has to be vetted and approved. And like for that reason, I think that's kind of my pushback. And in a lot of companies that I work for, not just this one, that it's the same rules. Like, when asking questions out loud, like you guys put so much emphasis on making sure that a question is perfect. That why would I just kind of willy-nilly off the cuff ask something that could appear imperfect? And so I think that's yeah, that definitely makes sense. So someone with a five, you know, with a seven, five, four, three, and I know you said that three is not a bad number in the implementer, yeah, type, you know, type phase. But for someone like me in a role where I may have to build some things out, right? I may have to. What would be a quick start? Wait, no, I got a foreign quick start. So no. What would be a way from me from so here?

SPEAKER_00 26:48

A couple is a couple of things. Um try to make it where you're doing those physical building things, try to make it the least important things in a project. So you already described, like with your attention to detail and being an expert, um, it's gonna drive you nuts if you're building something and it's not just right. So if it's something like wallpaper and you can do that part, you've done it, you know how to do it, it's fine. Great, go ahead and do it. Um but if it's something that you aren't as good at, you know, something that is also maybe more, you know, three-dimensional kind of building, maybe find other people where you can to fill those things in, but where you absolutely have to do it. Um I'd start it earlier in the in the day or in the project when you still have energy. Don't do it when you're already tired because it's gonna be even more difficult and frustrating for you then. Um another thing is put a time limit on it. Even if it's something that takes, it's gonna take you two hours. Don't do it for two hours at a stretch. Do it for a half an hour, then go do something else, then go back to it and do it for another half an hour. Because well, what I've seen over and over again is there's kind of this, I don't know the right mathematical term to use, but it kind of builds on itself. When you've been doing something that's a little going against your grain, so we aren't measuring what you can or can't do. You can do those physical things, but when you've been doing it for a while, it seems to take more and more energy kind of per unit of output the longer you do it and working against your grain. So that's why those shorter time periods are are really good. Um, you give yourself a break, you recharge a little bit, you know. So when you do that break, look, if you can take a break and like literally it's a break, great. A lot of times it's well, I can't take a break from the project. I still have to work on the project, but maybe go back to a part of it that isn't the physical building part that, you know, this might sound silly. It's like, hey, there's a little paperwork to do.

SPEAKER_01 28:54

Yeah.

SPEAKER_00 28:54

Yeah, well, at least it's not building, so I'm I'm shifting stuff. Not that you love the paperwork, right? Um, but for you it'd be more like, hey, can I do a little bit of research on this? Um, some other part of the project. So that would be another suggestion.

SPEAKER_01 29:08

I I make the joke to my manager that she does not speak Fluent Tron, and I don't speak Fluent Louisa, which is my manager's name. And because of that, sometimes she will ask me to do a project or start a project or run a project. And let's say this project may take me a longer time, maybe like four hours to pull all the data, then build whatever deck I need to build, and then I do that, and then it goes to the next level up of management, and they're like, nope, scrap it, do it all over again. My question is after these projects come down, right? Because I don't speak Luisa, and Louisa doesn't speak Tron. I'm gonna do it the way my brain says do it. And that's not always the way that it they want it to be done. So, what are those quick little like whatever I need to know and ask before I spend four hours on something that I also that I think is brilliant, by the way.

unknown 30:10

Okay.

SPEAKER_01 30:11

Yep. Say that. That then they're like, no, let's try this again.

SPEAKER_00 30:18

Yes, so as the answer authority, and also as I was saying, that means a little bit the question authority, you you do need to have your questions answered. So I'd try to figure out a way ahead of time to have the conversation with her and say, you know, when well, I know works well for us, and I would try to describe it as us because you guys are a team. What works well for us is when I have the opportunity to ask you two or three questions at the beginning, and you can pick the right number. I don't know what it is. Sometimes what might happen is she might think, well, if if I give Tron time to ask questions, we're gonna be here for half an hour and I don't have a half an hour to discuss it.

unknown 31:01

Yeah.

SPEAKER_00 31:02

But if she knows you are gonna limit it, you're not gonna ask all the questions, but it but you need to be able to ask two, three, four, whatever that reasonably short number is. And maybe it's not number of questions, maybe it's hey, will you set aside three to five minutes when we when you're handing that project off to me where I can ask you some questions so that we get it off to the right start? Yeah. Um, if you get her buy-in on that ahead of time and you're assuring her that you're limiting either the number of questions or the amount of time, she's more likely to say yes to that request, as opposed to, hey, next time we start a project, I need to be able to ask you all my questions. She's hearing, oh my gosh, this is gonna take forever. We need to get moving. Yeah, that's not really what you mean. No. So reassure her that it's just a little bit, and you know, she might push back, and maybe it's you know, you know how you guys work. Maybe you say, Hey, I'm gonna want 10 minutes at the start, and then it's a negotiation, you get to four minutes, and that's where you are gonna be okay anyway.

SPEAKER_01 32:03

But I think what I'm hearing is I'm long-winded. No, I'm kidding. Okay, I'm kidding. No, that it I think that's gonna be a great way to actually just say, like, hey, before we start, like there's just one, two, three, and maybe they're the same one, two, threes. Maybe I can get it down to like it's the same one, two, three every time I need to know every single time this boom, boom, boom, and then it doesn't even have to be that right that you know deep every single time.

SPEAKER_00 32:31

So and if you think she's a uh maybe an initiating follow-through, just as an example, who is systematic and structured and organized, very, very, she would probably respond well to the here are the three questions. It's almost like here's the cover sheet. Please fill out this cover sheet when you're handing me a project. Um if not, then she would still, if she is that initiating follow-through, respond well to hey, part of our process for when you hand something off to me is this three-minute question period where I get to ask you a couple things. But to the extent you can tell her those ahead of time, that'd be great. Now, I'm the opposite end of the spectrum in follow-through. If you said to me, Oh, you have to fill out a cover sheet when you're handing off this project to me, just shoot me now. Like I hate have one extra step. Even if it's the same three questions, I would, I would much rather have you like I'll say yes to you asking me the questions rather than me having to fill out the cover sheet. So that's the kind of thing where not knowing the other person, there's not one right way, but it's something along those lines. And and from your response, yeah, it probably sounds like that create a system out of it is going to work well with her.

SPEAKER_01 33:43

For me, like adding the one extra step is brutal for me to have to go there and put last day touched. It's this day, but that's the way that it operates. And so maybe my question is someone that's like maybe an eight in follow-through that's working with someone that's a seven in fact finding and a three in implementation, what's how does that what's the best way to navigate maybe that?

SPEAKER_00 34:12

You're seven in fact finder details and information, you have them there. If it needs to be, you know, reported on and put in a system where it's oh my gosh, beginning, middle, and end, and here's the end process, and that's not you'll accommodate that, but it sounds like uh it's more than is really natural for you. Um, one thing you can do to kind of take a deep breath about is if there is a system, and by the way, sometimes you can ask her, like, hey, can you create the system? Because I want to make sure that it's something that is gonna work for us, or she'll create the system and might actually. I mean, usually you think of, well, you can't ask the boss to do work, you actually can. Um she might appreciate the fact that you're kind of saying, Wow, you're this is just you're so good at it, and I want to make sure that it's gonna be something that works for you. If you create it, I'll live within it. And then with your five and follow through, you will live within it. Right, okay. Okay.

SPEAKER_01 35:10

Well then I'm ready to go to work tomorrow. All right, I love it.