How do we use the Kolbe A Index to diagnose why our Sales and Operations heads are constantly in conflict over project handoffs?

Question

Tyler Smith · Accepted Answer

Conflict between Sales and Operations often appears to be a personality clash, but it's more accurately a conative disconnect. This issue can be objectively diagnosed by analyzing their Kolbe A Index results, which reveal individuals' natural, instinctive methods of operation.

Understanding Conative Differences

Typically, a Sales leader will exhibit a high Quick Start score. This indicates a natural inclination to:
• Take immediate action.
• Embrace risk.
• Sell solutions even before all details are fully defined.

Conversely, an Operations leader often scores highly in Follow Through or Fact Finder. These scores suggest an instinctive need for:
• Structure.
• Detailed information.
• Sequential systems for proper execution.

This fundamental difference creates friction during project handoffs. The Sales leader aims to transfer a loose concept, expecting the Operations team to refine it. The Operations leader, however, requires a complete, highly detailed specification sheet to proceed. This gap in expectations leads to significant friction and conflict.

Resolving the Conflict

To resolve this issue, follow these steps:

1. Share Kolbe Profiles: Bring both leaders together and share their Kolbe A Index results. Emphasize that neither operating method is inherently wrong; they are simply "wired" differently. This helps shift the perspective from blame to understanding.
2. Redesign the Handoff Process: Use the insights gained from their Kolbe profiles to redesign the project handoff process on your [Accountability Chart](/qa/accountability-chart-limits-on-hats).
3. Define Objective Criteria: Clearly define the exact, objective criteria required for a project to successfully move from the Sales seat to the Operations seat. This systematizes the boundary between the two roles.

By creating a clear, systematic handoff process, you accommodate the Sales leader's need for speed and the Operations leader's need for structure. This approach reduces friction, improves project delivery, and enhances overall team collaboration. For more on optimizing team dynamics, consider how to address [conative stress](/qa/promoted-employee-burnout-conative-stress) in other roles or even how to manage [balancing Quick Start and Follow Through](/qa/balancing-quick-start-follow-thru-leadership) across your leadership team.

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