We have built our leadership team, but we realize we are all high Quick Starts who love starting new things and zero high Follow Thrus who can build stable processes. How do we keep the wheels from falling off while we look for a systems-focused leader?

Question

Tyler Smith · Accepted Answer

A leadership team made up entirely of high Quick Starts is an operational time bomb. While your team is highly creative, comfortable with risk, and excellent at initiating change, you likely suffer from a massive lack of execution, constantly changing priorities, and unfinished projects. To keep the wheels from falling off while you recruit a systems-focused leader, you must implement strict conative guardrails.

First, look at your Kolbe A™ Index results and acknowledge your collective blind spot. Since you all instinctively resist routine and structure, you must agree to a strict rule: no new projects, tools, or initiatives can be launched without running them through your V/TO® and confirming they align with your current Rocks. This prevents the constant pivot cycle that exhausts your middle management.

Second, leverage the DISC and CliftonStrengths profiles of your existing team members. Identify who among you has the highest Conscientiousness or analytical strength, even if their Quick Start is high. Temporarily assign that person to act as the operational anchor, charging them with documenting the key processes for any new initiative before the team is allowed to move forward.

Third, prioritize hiring a high Follow Thru leader to fill your critical operational seat on the Accountability Chart. During the search, protect your existing team's energy by delegating the documentation of daily workflows to your team members who have the natural capacity for structure. By managing your conative output and refusing to start new initiatives without a plan, you can stabilize operations while you recruit the operational leadership your company needs.