Session: Quarterly

EOS Quarterly Session Guide and Implementation

I. Overview:

This document outlines the Entrepreneurial Operating System (EOS) Quarterly Session, a structured process designed to help leadership teams clarify their vision, create a concrete plan for the upcoming quarter, and resolve critical issues. The Quarterly Session is positioned as a key component of executing the overall EOS framework. It's a transition from the initial implementation phase (Focus Day, Vision Building Days) to a phase of consistent execution and accountability. As the audio excerpt stated, those initial sessions were "laying the foundation... implementing EOS...about teaching and implementation," while the quarterly sessions are "all about execution, about creating a 90-day world."

II. Core Themes & Objectives:

• Vision Alignment: Ensuring all members of the leadership team are "100% on the same page" with the company's vision, as defined by the V/TO® (Vision/Traction Organizer). The document stresses the importance of "rowing in the same direction."
• Quarterly Planning & Prioritization: Establishing clear, measurable goals ("Rocks") for the next 90 days, both for the company as a whole and for individual team members. These Rocks are derived from the 1-Year Plan, previous quarter's results, and the Issues List.
• Issue Resolution (IDS®): Systematically identifying, discussing, and solving key issues that could impede progress. The IDS process is a core element of the session, consuming a significant portion of the allocated time.
• Accountability & Execution: Creating a culture of accountability by reviewing prior quarter's performance, tracking progress on Rocks, and assigning ownership for action items. The emphasis is on creating a "90-Day World" where short-term goals are clearly defined and consistently pursued.
• Continuous Improvement: Regularly reviewing and refining EOS tools and processes to strengthen the "Six Key Components®" of the business (Vision, People, Data, Issues, Process, Traction). This is achieved through the "EOS Tools" segment of the agenda, which involves teaching or revisiting specific tools from the "EOS Toolbox™."

III. Key Session Components and Agenda:

The session follows a structured agenda, as highlighted in both the guide and audio:

1. Check-In (15 minutes):

• Objectives: "Start with positive reports. Identify issues. Make sure expectations are clear and achievable."
• Process: Each participant answers three questions: Bests (personal and business), Update (what's working/not working), and Expectations for the session.
• Key Takeaway: Important for the Implementer to "immerse ourselves in what's been going on" and to "capturing issues."

1. Review Prior Quarter (30 minutes):

• Objectives: "Look back. Get completion percentage. Make sure everyone is on the same page with the previous quarter’s results."
• Process: Review of Rock Sheet (revenue, profit, measurable, Company Rocks, Individual Rocks), compute % completion, lessons learned, and grading the quarter.
• Key Takeaway: Aims to build "ability to plan and predict well" and drive accountability. Goal is 80% or better completion.

1. V/TO® Review (1 hour):

• Objectives: "Look forward. Make sure everyone is on the same page. Remind everyone of the greater good."
• Process: Review each section of the V/TO® (Core Values, Core Focus, 10-Year Target, Marketing Strategy, 3-Year Picture, 1-Year Plan, Rocks, Issues List). Includes a "one-minute dissertation" on each section to reinforce its importance. Key question is always: "Are we 100% on the same page?"
• Key Takeaway: Essential for aligning the leadership team and ensuring everyone is "rowing in the same direction." Addresses potential people issues by specifically asking about Core Values and GWC (Get it, Want it, Capacity to do it).

1. EOS® Tools (1 hour):

• Objectives: "Show them progress. Show them the big picture. Get them back to the basics. Learn and implement all Toolbox tools. Smoke out all issues."
• Process: Varies depending on the client's stage in EOS implementation. In the first quarterly, this involves "Pulling It All Together" (reviewing the Six Key Components® and assessing progress) and a Toolbox Review (identifying which tools are known/used and prioritizing those that need to be learned). In subsequent quarterlies, this is used for teaching specific tools from the "EOS Toolbox™."
• Key Takeaway: Focuses on strengthening the Six Key Components® and equipping the leadership team with the necessary tools. The long-term goal is for clients to have "checks in every one of these boxes…they know what it is. They know how to use it."

1. Rocks (2 hours):

• Objectives: "Establish the three to seven most important things that must get done in the next 90 days for the company and each member of the leadership team."
• Process: Establish Company Rocks, then Individual Rocks. Rocks must be "SmART" (Specific, Measurable, Attainable, Realistic, Timely).
• Key Takeaway: Creates a "90-Day World®" and clarifies priorities. The process emphasizes that all potential rocks that don't make the cut be moved to the issues list.

1. IDS® (Tackling Key Issues) (3 hours):

• Objective: "IDS all issues that can impede progress in the next 90 days."
• Process: Follow the "Issues Solving Track™" (Identify, Discuss, Solve). Prioritize the top issues and work through them systematically.
• Key Takeaway: Addresses potential roadblocks and fosters a culture of problem-solving. When time runs short, the issues list needs to be compartmentalized (killed, moved to V/TO, moved to Level 10).

1. Next Steps (7 minutes):

• Objective: "Review the next steps to be completed between now and the next session."
• Process: Recap To-Do List, update tools, assign reading (e.g., The Five Dysfunctions of a Team, How to Be a Great Boss), confirm State of the Company meeting.
• Key Takeaway: Ensures accountability and momentum between sessions.

1. Conclude (8 minutes):

• Objective: "Take their pulse; get feedback to understand where they are at the end of this session. Make sure expectations were met."
• Process: Each participant answers three questions: Feedback (how are you feeling?), Expectations (were they met?), and Session Rating (1-10 scale).
• Key Takeaway: Provides valuable feedback for the Implementer and helps gauge the success of the session.

IV. Implementer Role & Preparation:

• Preparation is Key: The guide provides a detailed preparation checklist, including pre-session emails, confirmation calls, room setup, and review of client materials. The Implementer is expected to arrive one hour prior to the session to ensure everything is in order.
• Facilitation & Guidance: The Implementer guides the leadership team through the session, facilitates discussions, and ensures adherence to the EOS process. However, it is not the implementer's job to solve the team's issues; the goal is independence.
• Time Management: The Implementer is responsible for managing the time effectively and ensuring that all agenda items are covered. In situations where time is constrained, they must work with the leadership team to prioritize and adjust the agenda accordingly.
• Tool Mastery: The Implementer must have a thorough understanding of the "EOS Toolbox™" and be able to effectively teach and implement the various tools.
• Salesmanship: the Implementer should always "tie down the importance of every section, every part of the VTO. You're selling it to them subtly, helping them see clearly the power and value..."

V. Key EOS Tools & Concepts:

• V/TO® (Vision/Traction Organizer): A comprehensive document that outlines the company's vision, values, and strategic plan.
• Rocks: Short-term (90-day) goals that are essential for achieving the company's vision.
• IDS® (Identify, Discuss, Solve): A structured process for resolving issues.
• Six Key Components® (Vision, People, Data, Issues, Process, Traction): The core areas of a business that need to be strengthened for optimal performance.
• EOS Toolbox™: A collection of tools and resources that support the EOS implementation.
• Accountability Chart: Clearly defines roles and responsibilities within the organization.

VI. Important Considerations:

• Client Stage: The approach to the Quarterly Session will vary depending on the client's stage in EOS implementation (e.g., first quarterly after Vision Building, long-term client).
• Customization: While the EOS process is structured, the Implementer must be flexible and adapt to the specific needs of the client.
• Team Dynamics: The Implementer must be aware of team dynamics and facilitate discussions in a way that promotes open communication and collaboration.
• Graduation: After all 20 tools from the EOS Toolbox have been taught, the organization is prepared to "graduate."

This briefing document provides a comprehensive overview of the EOS Quarterly Session and the role of the Implementer. By following the guidelines outlined in this document, leadership teams can effectively clarify their vision, create a concrete plan for the upcoming quarter, and resolve critical issues.

RYT Podcast is a passion product of Tyler Smith, an EOS Implementer (more at IssueSolving.com). All Podcasts are derivative works created by AI from publicly available sources. Copyright 2025 All Rights Reserved.