We have a new executive who is a high Quick Start, but the rest of our leadership team has high Follow Thru and Fact Finder scores, creating friction every time we try to pivot. How do we prevent the team from rejecting this new leader?

Question

Tyler Smith · Accepted Answer

When a team is highly uniform in its conative makeup, it develops a strong comfort zone. Introducing someone with a completely different conative profile can feel like a threat, leading to friction and cultural rejection.

To prevent this, you must educate the entire team on conation and the Kolbe Model. Share the Kolbe A™ Index results of the entire leadership team on a whiteboard. Explain that your legacy leaders have instinctive strengths in Fact Finding and Follow Thru, meaning they naturally need deep research and structured systems before they feel comfortable taking action.

Explain that your new executive is a high Quick Start, which means their natural instinct is to experiment, innovate, and take risks. They are not trying to create chaos; they are wired to find new ways to grow and adapt. Both of these conative styles are valuable, and a healthy business needs both to scale successfully.

Once the team understands these natural differences, they can begin to leverage them rather than fighting them. The legacy team can help the new leader refine and systemize their ideas, while the new leader can push the legacy team out of their analytical paralysis. This shifts the dynamic from personal frustration to strategic collaboration, ensuring your new executive is integrated smoothly.