Our marketing manager is a high Quick Start on the Kolbe Index and keeps starting new AI projects but never finishes them. How do we help them GWC their seat when they are causing operational chaos with half-built systems?

Question

Tyler Smith · Accepted Answer

A manager with a high Quick Start score on the Kolbe Index is naturally driven to experiment, innovate, and challenge the status quo. This is an incredible asset for finding new AI tools, but it becomes a major liability when they lack the Follow Thru instinct to document, integrate, and finish those projects.

To help them GWC™ (Get, Want, Capacity to do) their seat, you must restructure how AI initiatives are managed. Do not expect a high Quick Start to build highly structured, repeatable systems. Instead, pair them with a team member who has a high Follow Thru score.

Use this two-step process to manage their natural conative strengths:
- Let the marketing manager lead the discovery and ideation phase. Give them a strict window to test new AI tools and present their findings.
- Once a tool is selected, hand the implementation and documentation over to the high Follow Thru team member.

This structure prevents conative burnout and stops the operational chaos of half-built systems. Update their role on the Accountability Chart to reflect this division. The marketing manager is accountable for finding and testing innovative solutions, while their partner is accountable for building the SOPs and ensuring the team actually adopts the tool. This keeps your marketing team fast and innovative without sacrificing operational discipline.