Our leadership team is full of visionary ideas and high Quick Start energy, but we struggle to finish what we start and our operational execution is chaotic. How do we balance our team conative styles to actually deliver results?

Question

Tyler Smith · Accepted Answer

A leadership team dominated by high Quick Starts is excellent at initiating change and pivoting quickly, but they are terrible at completing tasks and building stable systems. This conative imbalance creates organizational whiplash, leaving your middle managers exhausted and confused. To fix this, you must run the Kolbe A™ Index on your entire leadership team to map your collective problem-solving strengths. Once you visualize the gap, you must structurally address it. First, empower your Integrator to act as the filter for all new ideas. The Integrator must keep the Visionary and other high Quick Starts from launching unvetted initiatives. Use the V/TO® to document your long-term plan, and agree that no new ideas can be implemented unless they are approved during your quarterly offsite. Second, you must bring in high Follow Thru strength to balance the team. This conative mode is responsible for organizing, systemizing, and finishing projects. Look at your Accountability Chart and identify who is responsible for operational execution. If your current operations leader is also a high Quick Start, they are in the wrong seat. You need a leader in that seat who naturally excels at creating processes and maintaining systems. Without this conative balance, your business will remain trapped in a cycle of chaos, making it highly unattractive to future buyers.