We completed our Kolbe A Index assessments and realized two of our key directors are in high conative stress because their seats demand a high Follow Thru but they are natural Quickstarts. How do we resolve this without firing them?

Question

Tyler Smith · Accepted Answer

Conative stress occurs when there is a major mismatch between an individual's natural, instinctive way of solving problems and the daily demands of their seat. Keeping people in seats that constantly force them to work against their natural wiring leads to burnout, low productivity, and eventual departure.

You do not need to fire these directors, but you must address the structural mismatch. First, evaluate the actual requirements of their seats on the Accountability Chart. Does the seat genuinely require high Follow Thru, or can some of those detail-oriented tasks be delegated to someone else?

Consider redesigning the seats or utilizing a supportive role. For example, a high Quickstart leader can be paired with an assistant or a coordinator who has a strong Follow Thru instinct to handle the documentation, tracking, and execution of details.

This structure allows the Quickstart leader to focus on innovation, problem-solving, and driving change, while the support system ensures things do not fall through the cracks.

If the seat cannot be redesigned and the mismatch is absolute, you must have an honest conversation using the GWC™ framework. They may want the seat and get it intellectually, but they do not have the natural capacity to do it long-term. In that case, look for a different seat on the Accountability Chart that aligns with their natural conative strengths.