Our VP of Product is a high Fact Finder who needs exhaustive research before any launch, while our VP of Sales is a high Quick Start who wants to sell the product before it is built. This conative clash is causing major personal friction. How do we get them to use their conative differences as complementary strengths instead of weapons?

Question

Tyler Smith · Accepted Answer

A conative clash between a high Fact Finder Product leader and a high Quick Start Sales leader is incredibly common, but it can be highly destructive if left unmanaged. When these instinctive differences are not understood, they lead to personal friction and mutual frustration.

To resolve this clash, you must educate both leaders on conation using the Kolbe A™ Index.

The first step is to show them that their opposite methods of operation are not personal attacks; they are instinctive striving strengths. Your VP of Product is hard-wired to gather exhaustive data and minimize risk before taking action. Your VP of Sales is hard-wired to experiment, innovate, and move quickly in the face of uncertainty. Both strengths are vital for your company's growth.

Next, establish clear boundaries and hand-offs. Use the Accountability Chart to define exactly where one leader's decision-making authority ends and the other's begins.

During your Level 10 Meetings™, force them to leverage their complementary strengths. When the Sales leader proposes a rapid new initiative, task the Product leader with defining the essential facts needed to execute it safely. When the Product leader is paralyzed by a need for more research, have the Sales leader help them triage the ideas to find a path forward. By reframing their conative differences as a strategic advantage, you will turn their friction into collaboration.