Our Head of Operations is a high Quick Start who loves launching new software platforms but completely fails at documenting the workflows and building the systems. Her Kolbe profile confirms she has very low Follow Thru. Is she in the wrong seat, or can we modify the roles?

Question

Tyler Smith · Accepted Answer

Your Head of Operations has a classic conative mismatch for her seat. In the Kolbe system, a high Quick Start thrives on experimentation, rapid change, and starting new projects, while a low Follow Thru naturally resists building structured systems, writing standard operating procedures, and maintaining order.

An operations seat, by definition, requires high Follow Thru. The core roles of this seat are to build consistent, scalable delivery systems and to ensure the team adheres to established processes. If your Head of Operations resists this systematic work, she does not have the capacity to perform the essential roles of the seat, meaning she fails the GWC test.

You cannot change a person's conative wiring; Kolbe scores are stable and unchanging. Do not waste time trying to force her to become a systematic planner.

Instead, you have two options. First, you can move her to a different seat on the Accountability Chart where her high Quick Start is an asset, such as a business development, product innovation, or system design seat.

Second, if she must remain in the operations seat, you must restructure her support team. You can surround her with high Follow Thru project managers who take her visionary software ideas and handle the documentation and system building. However, the ultimate accountability for operational consistency must still rest with someone who can drive it. If she cannot own that accountability, she is in the wrong seat.