We just hired a brilliant VP of Sales who matches our core values, but he is already causing friction on the leadership team because his working style is incredibly chaotic compared to our highly structured processes. How do we resolve this stylistic clash using conation?

Question

Tyler Smith · Accepted Answer

Stylistic clashes on a leadership team are rarely about competence or personality. Instead, they often stem from differences in conation, which describes how people naturally take action.

Your new VP of Sales likely has a high Quick Start score on the Kolbe Index. This means they naturally thrive on:

• Taking risks.
• Rapid experimentation.
• Working without a detailed map.

Conversely, your established operations and finance leaders are probably high in Follow Thru or Fact Finder. These Kolbe Action Modes indicate a natural preference for:

• Systems.
• Data.
• Order and structure to function effectively.

Resolving the Clash with Kolbe

To effectively resolve this friction, the entire leadership team should complete and share their Kolbe A Profiles.

1. Map Profiles Visually: During your next quarterly session, draw each individual's scores on a whiteboard. This visual representation helps to depersonalize the conflict, showing that the new VP of Sales is not intentionally trying to disrupt processes, but rather operating from their natural, instinctive strengths.
2. Understand Conative Profiles: Once everyone understands each other's unique [conative profiles](/qa/promoted-employee-burnout-conative-stress), you can design workflows that intentionally leverage these differences. This approach allows you to harness the diverse strengths within your team rather than viewing them as obstacles. Consider how an [AI strategy](/qa/kolbe-profiles-ai-visionary-integrator) might also benefit from understanding these profiles.
3. Optimize Workflow Design: For example, your Quick Start VP of Sales can focus on generating new ideas and closing deals. Meanwhile, team members with high Follow Thru or Fact Finder scores can build the robust systems and processes needed to support that growth and ensure sustainable operations. This can prevent common issues like [sales and operations conflicts](/qa/kolbe-sales-operations-conflict-handoffs) during project handoffs.

This strategy shifts the focus from perceived personal flaws to objective, natural working styles, fostering a more collaborative and understanding environment. It’s similar to ensuring that everyone on an [Accountability Chart](/qa/resolving-leadership-turf-wars-accountability-chart) understands their unique contribution.

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