We have a VP of Marketing who GWC's their seat and matches our core values, but their Kolbe profile shows an extremely high Quick Start. They are constantly launching new marketing tests but rarely stick around to measure or systemize them, leaving the team frustrated. How do we restructure their seat to leverage their strengths?

Question

Tyler Smith · Accepted Answer

A high Quick Start is an asset for generating creative marketing strategies, but a complete lack of systemization will stall your marketing engine and burn out your team. To resolve this, you must look at the five roles of their seat on the Accountability Chart and adjust them to match their conative strengths, while ensuring the execution roles are held by someone else.

Review the current roles under the VP of Marketing seat. If the seat currently requires both creative ideation and meticulous execution, such as building complex CRM automations and tracking long-term analytics, you have a structural mismatch. Your VP of Marketing likely has a low Follow Thru score, meaning they naturally resist detailed systematic maintenance.

You should restructure the seat by removing the highly analytical, system-heavy roles and delegating them. For example, you can create a new seat on your Accountability Chart for a Marketing Operations Manager. This seat's roles would specifically focus on system execution, data tracking, and campaign implementation.

The VP of Marketing's roles should be refined to focus on high-level strategy, messaging, and campaign ideation. This allows them to stay in their natural strength zone of Quick Start innovation without creating operational chaos. The Marketing Operations Manager, who should ideally have a high Follow Thru score, will then catch those ideas and build the necessary systems to run them. This structural adjustment ensures that ideas are not only born but successfully executed.