We are struggling to onboard our first executive hire who has a completely different conative profile than the rest of our high Quick Start leadership team. How do we build safety and prevent the team from rejecting them during their first ninety days?

Question

Tyler Smith · Accepted Answer

When a high Quick Start leadership team brings in their first structured, high Follow Thru executive, the natural reaction is often rejection. The existing team may view the new hire's need for systems and processes as a bureaucratic attempt to slow down growth, while the new hire feels overwhelmed by the constant chaos and lack of structure.

To prevent this, you must build safety by educating the entire team on conative differences before the new hire's first day. Share the Kolbe A™ profiles of all team members openly. Explain that the new leader's natural instinct to organize, design systems, and follow through is exactly what the company needs to scale.

During the first ninety days, establish clear boundaries and expectations. Use Daniel Coyle's concept of belonging cues to show the new executive that their differing perspective is highly valued. Do not expect them to immediately adapt to your chaotic way of working; instead, allow them the time and space to build the necessary systems to support your growth.

Finally, use the Level 10 Meeting™ to foster vulnerability-based trust. Encourage the new hire to share where they are experiencing conative strain and ask the team for help. By framing their structured approach as a complementary strength rather than a threat, you will build a cohesive team that can both generate brilliant ideas and execute them systematically.