Our Visionary and Integrator are constantly locking horns over operational details, and the tension is starting to affect our weekly Level 10 Meetings™. How can we use Kolbe B and C Index profiles to diagnose and resolve this friction?

Question

Tyler Smith · Accepted Answer

Friction between a Visionary and an Integrator is common, but when it begins to disrupt your Level 10 Meetings™, you must diagnose the root conative cause. This tension is often not a personal conflict, but rather conative stress caused by mismatched expectations about how work should be done. To resolve this, you can use the Kolbe B and C Index assessments. While the Kolbe A measures an individual's innate strengths, the Kolbe B measures their self-expectations for their job, and the Kolbe C measures their supervisor's expectations of the role. Compare the Integrator's Kolbe A results with the Visionary's Kolbe C results for the Integrator seat. Often, you will find a significant gap. For example, the Visionary may expect the Integrator to act as a highly structured researcher, while the Integrator's natural style is to take action quickly without deep research. This gap creates severe tension and frustration on both sides. By visualizing these differences on a whiteboard during a quarterly session, you can objectively discuss where expectations are unrealistic. Adjust the job accountabilities on your Accountability Chart™ to match the Integrator's actual conative strengths, and establish clear boundaries for the Visionary to stop micro-managing. Resolving this conative misalignment restores the healthy friction required for a successful Visionary and Integrator partnership.