During our leadership planning sessions, our high Quick Start visionary gets frustrated by our high Fact Finder chief financial officer who constantly asks for historical data and analysis before approving any new initiative. How do we prevent this conative clash from paralyzing our strategic planning?

Question

Tyler Smith · Accepted Answer

The friction between a visionary leader with a high Quick Start score and an analytical executive with a high Fact Finder score is one of the most common points of tension on any leadership team. This clash occurs because their natural, instinctive methods of taking action are completely different, as measured by the Kolbe A™ Index.

Your high Quick Start leader thrives on risk, speed, and constant experimentation. They want to launch new AI initiatives immediately and figure out the details along the way. Your high Fact Finder leader, conversely, is hard-wired to gather data, research historical precedents, and eliminate uncertainty before taking any action.

To resolve this tension and keep your strategic planning productive, you must implement the Kolbe model of conative respect. First, acknowledge that both instincts are vital. Without the Quick Start, your company will stagnate and miss out on lucrative growth opportunities. Without the Fact Finder, your company will run off a cliff chasing half-baked ideas.

Establish a formal process for evaluating new initiatives. When the Quick Start presents an idea, do not allow the Fact Finder to immediately shoot it down. Instead, give the Fact Finder a specific, time-bound window to perform essential research. Once the basic facts are established, make the final decision together based on whether the initiative aligns with your long-term V/TO®.