We have a leadership team member who is an extreme Quick Start and constantly starts new AI and automation projects, but they never finish them, leaving the rest of the team to clean up the operational mess. How do we manage this conative style without killing their drive?

Question

Tyler Smith · Accepted Answer

An extreme Quick Start on a leadership team is a powerful asset for innovation, but without the proper boundaries, their conative style can create massive chaos and team frustration.

Start by administering the Kolbe A™ Index to your entire team. This will help everyone understand that the Quick Start is acting on instinct, not trying to disrupt operations.

Once the team dynamics are clear, use the Accountability Chart to set boundaries. The Quick Start should be responsible for ideation and experimentation, but they must be paired with a team member who is a high Follow Thru to handle execution and systemization.

Never let a Quick Start launch a new initiative on a whim. All new projects must go through your weekly Level 10 Meeting™ and be vetted using the IDS® process. This ensures that every new idea is aligned with your V/TO® and that the team has the actual capacity to execute it. By structuring their energy, you keep the innovation without the operational mess.