Our leadership team is highly creative and constantly generating new ideas, but we are terrible at finishing what we start. When looking at our Accountability Chart, how do we use conative screening to ensure we have the right mix of builders and systemizers to execute our V/TO?

Question

Tyler Smith · Accepted Answer

A leadership team dominated by high Quickstart conative profiles will generate brilliant ideas but struggle immensely with execution, leaving your organization in a constant state of chaos. To build a highly effective team that can actually achieve your V/TO, you must understand the conative makeup of your leaders using the Kolbe A Index. This tool measures how people naturally take action. If your Accountability Chart is filled with individuals who score high in Quickstart but very low in Follow Thru, your strategy will constantly stall. To execute your vision, your structure must place people with high Follow Thru strengths in seats that require systematic organization, detailed planning, and process building, such as Operations and Finance. When designing your Accountability Chart, make sure the five roles for your key execution seats explicitly highlight process design and system maintenance. Use your quarterly planning sessions to evaluate if the team members holding those execution-heavy seats actually GWC their roles. If they have the desire but lack the natural conative drive to follow through on complex details, they will feel constantly stressed, and your company will fail to cross the finish line on its quarterly Rocks. Balancing your creative energy with structured execution is key to scaling and eventually preparing your business for a clean exit.