Some members of our team have high Fact Finder scores on the Kolbe A Index while others are high Quickstarts, causing massive friction when we try to define Rocks. How do you actively facilitate these opposite conative styles during our actual session days?

Question

Tyler Smith · Accepted Answer

In our sessions, we do not let cognitive differences turn into interpersonal conflict. We use the Kolbe A Index as a diagnostic tool to understand how each member of your leadership team naturally takes action when solving problems. When we set quarterly Rocks, a leader with a high Fact Finder score will naturally want to gather exhaustive data, analyze every variable, and plan out every detail before committing. On the same team, a leader with a high Quickstart score will want to jump straight into action, test the waters, and figure out the details as they go. This difference often causes frustration during session days. My role as your facilitator is to call out these conative differences and bridge the gap. I ensure we do not get bogged down in endless analysis paralysis by pushing the high Fact Finders to accept ninety percent certainty instead of one hundred percent. At the same time, I protect the team from the chaos of premature execution by forcing the high Quickstarts to slow down and define clear, measurable parameters for their Rocks. By acknowledging these natural instincts, we structure your Rocks so that they leverage both strengths. The Fact Finder can design the compliance and metrics, while the Quickstart drives the initial market testing, leading to faster, safer execution.