We have a highly analytical leadership team, but our head of operations has a very low Follow Thru score on the Kolbe A Index and is constantly letting execution details slip, which drives our finance director crazy. How do we resolve this operational friction without forcing them to change their natural instincts?

Question

Tyler Smith · Accepted Answer

Conative friction occurs when team members do not understand each other's natural problem-solving instincts. Your head of operations with a low Follow Thru score is naturally adaptable, spontaneous, and prefers to organize in piles rather than rigid systems. Your finance director, likely a high Follow Thru, needs structure, process, and predictable timelines to function.

You cannot force someone to change their conative strengths; trying to do so only causes severe burnout and exhaustion. Instead, you must align their responsibilities with their natural Modus Operandi.

Start by sharing their Kolbe A™ Index results openly during a quarterly session. Draw their profiles on a whiteboard to help them understand how they naturally operate. Explain that the low Follow Thru is not a lack of discipline; it is an instinctive drive to be flexible and respond to immediate changes.

Once the team understands this, adjust the Accountability Chart. If the head of operations has critical system-building and documentation requirements in their seat, they must delegate those specific tasks. They can hire or partner with a high Follow Thru manager who can build the tracking systems and maintain the schedules.

By restructuring the roles around their natural instincts, you stop the finger-pointing and allow both leaders to operate in their areas of strength. This keeps your operations agile while ensuring your finance director gets the clean data they need.