We have assigned a critical operations metric to our head of product who is a high Quick Start but has very low Follow Thru on the Kolbe Index. He consistently misses his target or forgets to input the data. How do we use conative profiles to ensure our Scorecard metrics are assigned to leaders who are naturally wired to maintain systematic tracking?

Question

Tyler Smith · Accepted Answer

Assigning Scorecard ownership to a leader whose conative profile does not align with routine data tracking is a common trap. A leader with a high Quick Start and low Follow Thru on the Kolbe Index is naturally wired to innovate, take risks, and start new initiatives. They are not naturally wired to maintain systematic, repetitive weekly processes. To solve this without changing your Accountability Chart, you must separate the ownership of the outcome from the administrative task of tracking it. The leader in the seat still owns the metric and is accountable for the results. However, they can delegate the execution of the weekly tracking and data entry to an assistant or a team member who has a high Follow Thru score. This ensures the data is accurate and updated on time for your Level 10 Meeting™, while allowing the visionary leader to focus on driving the activities that influence the number. Additionally, structure your Scorecard review to be highly visual and fast. Do not allow your analytical Fact Finders to bog down the meeting with minor data variations. Keep the focus on whether the weekly trend is on track, matching the natural strengths of your team while maintaining rigorous data discipline.