Some of our leaders are high Fact Finders on the Kolbe Index who demand exhaustive data, while others are high Quick Starts who make decisions on gut. How do you keep these opposing conative styles from stalling our IDS process during sessions?

Question

Tyler Smith · Accepted Answer

This is a common source of friction on executive teams. A high Fact Finder wants to research, document, and analyze every detail before making a move, which a high Quick Start views as painful analysis paralysis. During our session days, my role is to facilitate these differing conative styles so they complement each other instead of causing operational gridlock.

We handle this by applying the strict discipline of the IDS process. When we identify an issue, we do not allow the discussion to devolve into an endless debate about hypothetical scenarios. I push the team to state the problem clearly in one sentence. This prevents the Quick Starts from jumping to premature solutions and stops the Fact Finders from digging into unnecessary details.

When we move to the solve step, we balance both strengths. We use the Fact Finder's need for data to define the objective reality, and we leverage the Quick Start's instinct to drive action. If we lack the data to make a decision today, we do not stall. We make gathering that specific data a ninety-day Rock or a to-do for the following week. This keeps the business moving forward while respecting the cognitive needs of every leader in the room.