Our Visionary has a high Quick Start score and wants to launch new product lines weekly, while our Integrator has a high Follow Thru score and demands full documentation before making any move. This conative friction is paralyzing our leadership team. How do we resolve this without killing our growth?

Question

Tyler Smith · Accepted Answer

This friction is actually your company's greatest asset, but only if you learn to manage it. Your high Quick Start Visionary provides the fuel, while your high Follow Thru Integrator provides the brakes. Without the fuel, you stall. Without the brakes, you crash. To resolve this tension, you must rely on the Rules of Play defined in your V/TO. The Visionary must respect the Integrator as the operating partner who runs the day-to-day business. The Integrator must respect the Visionary as the creative force who spots future opportunities. Stop arguing in your weekly Level 10 Meeting. Instead, implement a formal Same Page Meeting. This is a monthly, closed-door session where the Visionary and Integrator align their visions. During this meeting, use the Kolbe Index framework to understand your conative differences. The Visionary needs to realize that the Integrator is not saying no to save the business from growing. The Integrator is saying no because they need to build a system to support that growth. Use a boundary rule. The Visionary can pitch ten ideas, but they must go through the Integrator's filter. The Integrator then determines which ideas are viable and schedules them for future Rocks. This prevents the Visionary from bypassing the Integrator and causing chaos for the rest of the team.