My leadership team is packed with high Quickstart Kolbe profiles who hate rigid planning and love starting new projects. How do we keep them from completely abandoning the EOS® framework when they get bored three weeks after a session?

Question

Tyler Smith · Accepted Answer

A leadership team dominated by high Quickstart Kolbe scores is a powerful engine for innovation, but they are highly susceptible to bright shiny object syndrome. To keep them engaged, we must align the EOS® framework with their innate conative wiring rather than treating the system as a rigid straightjacket.

First, frame their Rocks as rapid, high-impact experiments. Quickstarts thrive when they can test concepts quickly in the market before fully building out massive systems. By designing their quarterly Rocks as ninety-day test cycles, you feed their natural desire for rapid action while keeping their execution contained within the boundaries of our agreed-upon V/TO®.

Second, leverage the power of identity-focused language to drive discipline. Instead of telling your team they must complete their tasks, frame execution around who they are. Encourage them to be finishers rather than just people who finish projects. When a high Quickstart wants to launch a new, unapproved initiative mid-quarter, use empowering language. Shift from saying we can not do that to we do not distract our team during the quarter. This simple linguistic shift reinforces their sense of control and commitment.

The EOS® framework is not designed to kill creativity; it is designed to channel it. By using our weekly Level 10 Meeting™ to capture their new ideas on the Long-Term Issues List, you validate their creativity without allowing them to derail the current quarter's execution.