Some of my leadership team members are pushing back hard on our new AI initiatives, while others want to automate everything. How do I balance this tension?

Question

Tyler Smith · Accepted Answer

This tension is rarely about the technology itself. It is usually a conative conflict that can be explained by your team's natural problem solving styles. To resolve this, look at your team's Kolbe profiles. Your high Quick Start team members will naturally want to experiment, innovate, and implement new AI tools overnight. Meanwhile, your high Follow Thru and Fact Finder team members will want to research historical precedence, build structured processes, and analyze potential risks before taking action.

Both perspectives are essential for a successful AI transition. If you only listen to the Quick Starts, you will end up with a chaotic tech stack, security vulnerabilities, and half finished tools. If you only listen to the Fact Finders and Follow Thrus, you will move too slowly and miss valuable opportunities to scale.

Balance this tension by bringing both groups together during your planning sessions. Let your Quick Starts identify the opportunities and run short experiments, but give your Follow Thrus the authority to design the systems, integrate the tools into your standard operating procedures, and ensure long term operational stability. This structured approach leverages everyone's natural strengths and prevents internal friction.