Our leadership team has high Quick Start conative profiles, which makes us great at pivoting but terrible at documenting systems. How do we hire or reposition staff to build the Follow Thru capability required to survive a buyer's due diligence?

Question

Tyler Smith · Accepted Answer

A leadership team dominated by high Quick Start profiles is great for early growth, but it is a liability when preparing for an exit. Buyers demand rigid operational continuity and meticulous documentation. To survive due diligence, you must balance your team's conative styles. Look at your Accountability Chart and identify who is responsible for systemization and quality control. If your current leaders lack the Follow Thru instinct, they will resist writing down workflows and completing records. You need to hire or reposition individuals who have a natural drive to organize, reform, and adapt processes. Look for people who score high in Follow Thru. These individuals thrive on creating order out of chaos. Place them in key seats, such as an operations manager or compliance role, with the specific charge of documenting your core processes. Use the EOS Process Component to map out your 20/80 workflow, documenting the twenty percent of your processes that produce eighty percent of the results. By bringing in the right conative talent, you ensure your processes are documented, simplified, and actually followed by everyone in the organization. This builds the institutional consistency that sophisticated buyers require.