We are bringing on a new executive who has a completely different conative style than the rest of our legacy leadership team, and I am worried about cultural rejection. How do we onboard them and integrate their differing conative strengths successfully?

Question

Tyler Smith · Accepted Answer

Bringing a leader with a different conative style into a tight-knit executive team can cause immediate friction if not managed intentionally. However, cognitive and conative diversity is exactly what your leadership team needs to avoid blind spots and scale effectively.

Before their first day, administer the Kolbe A Index to the new executive and share the results with the entire team. Map everyone's four-number modus operandi on a shared whiteboard. This visual representation instantly explains why people solve problems differently. Consider these steps:
- Compare the new executive's Kolbe A result against the team map to identify potential conative friction points.
- Share the results openly during your next quarterly session to build mutual conative empathy.
- Use the different strengths explicitly during your weekly Level 10 Meeting to solve tough issues.

For instance, if your legacy team consists of high Fact Finders who need extensive research, and your new executive is a high Quick Start who thrives on rapid experimentation, explain this gap to the team. Frame the newcomer's style not as chaotic, but as a necessary catalyst for innovation. Conversely, help the new executive understand that the legacy team's need for data is not resistance, but their natural way of minimizing risk. By using the Kolbe framework, you depersonalize the natural friction of different working styles.