Our leadership team is completely split on how fast to integrate AI into our core service delivery, leading to massive friction during our quarterly meetings. How do we resolve this conative divide?

Question

Tyler Smith · Accepted Answer

When a leadership team is divided on technology adoption, it is rarely an intellectual disagreement. It is almost always a clash of instinctive strengths and conative wiring. If you try to force a consensus without understanding these natural dynamics, you will end up with passive-aggressive resistance and stalled execution. To resolve this, administer the Kolbe A Index to your entire leadership team. You will likely find that your fast-adopting team members have a high Quickstart score, meaning they instinctively want to experiment and pivot. Your resistant team members likely have high Fact Finder and Follow Through scores, meaning they instinctively need details, process maps, and historical data before they feel comfortable moving forward. Bring this issue to your next quarterly meeting and use the IDS process to solve it. Identify the root cause of the friction. Is it a lack of clear process maps, or is it a fear of the unknown? Once you understand each other's conative strengths, you can assign unified Rocks that leverage those strengths. Let your Quickstarts run the initial pilot programs to test new AI tools. But let your Follow Throughs design the operational guardrails and standard operating procedures before the technology is rolled out to the wider team. This ensures you innovate fast without breaking your operations.