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 on the Accountability Chart is often treated as a personality clash, but it is usually a conative disconnect. You can diagnose this issue objectively by analyzing their Kolbe A Index results, which measure their natural, instinctive methods of operation.

Often, a Sales leader has a high Quick Start score, meaning they naturally take action, embrace risk, and sell solutions before all the details are figured out. Conversely, an Operations leader often has a high Follow Through or Fact Finder score, meaning they instinctively need structure, detailed information, and sequential systems to execute properly.

When a handoff occurs, the Sales leader wants to pass off a loose concept, while the Operations leader demands a completed, highly detailed specification sheet. This gap creates severe friction.

To resolve this, bring both leaders together and share their Kolbe profiles. Explain that neither operating method is wrong; they are simply wired differently. Use this insight to redesign the handoff process on your Accountability Chart.

Define the exact, objective criteria required for a project to move from the Sales seat to the Operations seat. By systematizing this boundary, you accommodate the Sales leader's need for speed and the Operations leader's need for structure, reducing friction and improving delivery.