Our leadership team has high conative tension because our head of product has a high Follow Thru score and insists on rigid documentation before any project begins, while our sales leader has a low Follow Thru and demands immediate action to close deals. How do we resolve this systemic operational friction?

Question

Tyler Smith · Accepted Answer

This is a classic conative conflict between a high Follow Thru who needs system and order and a low Follow Thru who thrives on spontaneous action and flexibility. Both operational styles are essential for a healthy company, but without understanding their Kolbe A™ Index profiles, this friction will constantly show up as peer conflict and personal attacks.

First, map both leaders on a whiteboard during your next quarterly session using the Kolbe framework. This visual reference helps the team see that these behaviors are not personal defiance or stubbornness, but rather instinctive ways of taking action.

To resolve the friction, establish a compromise on the Accountability Chart for how information must flow between sales and product development. Create a clear definition of ready for new products or custom deals. The sales leader must agree to provide a baseline level of documented client requirements before the product team begins work. In return, the product leader must design a fast-track process for highly urgent, high-value opportunities so they do not strangle sales momentum with excessive bureaucracy.

Use your weekly Level 10 Meeting™ to IDS® any specific bottlenecks that arise from this dynamic. When friction occurs, reference their Kolbe scores. This neutralizes the emotional charge and focuses the discussion on the process. By managing this conative tension constructively, you build a balanced operational system where sales drives growth and product ensures reliable execution.