Reset Your Thinking Podcast

Session: Vision Building Day 1

EOS Vision Building Day 1 Session Guide
Overview: This document provides a detailed guide for facilitators (Implementers) leading a Vision Building Day 1 session within the Entrepreneurial Operating System (EOS) framework. The session aims to crystallize the leadership team's vision, ensuring everyone is "100% on the same page" regarding the company's future. It focuses on defining core values, core focus, and the 10-year target. It emphasizes the importance of "Traction first, Vision second," building upon the foundation established during the earlier "Focus Day" session.
Key Themes and Ideas:
Building on the Focus Day Foundation:
The Vision Building Day 1 session directly follows the Focus Day, reinforcing and expanding on the tools and concepts introduced there. The session starts with reviewing the Focus Day tools to ensure "mastery = understanding (common vocabulary) and implementing (fully integrated)." This includes reviewing concepts like "Hitting the Ceiling" and the "Five Leadership Abilities" (Simplify, Delegate, Predict, Systemize, Structure).
The "Accountability Chart" is a key tool carried over from the Focus Day, with a significant portion of the session dedicated to refining it and addressing "Right People, Right Seat" (RPRS) issues.
The V/TO (Vision/Traction Organizer) and the 8 Questions:
The core of the Vision Building process involves answering "The 8 Questions™ in the V/TO®." This serves as a "Simplified approach to strategic planning...all in two pages/no 50-page plans." These questions encompass:
Core Values
Core Focus
10-Year Target
Marketing Strategy
3-Year Picture
1-Year Plan
Quarterly Rocks
Issues List
Day 1 focuses on the first three: Core Values, Core Focus, and 10-Year Target.
Core Values: Defining the Culture and "Right People":
The process for discovering core values involves identifying employees who exemplify the company's ideal culture. Implementers ask the leadership team to "think of three people that if you had 100 of them, you could take over the world."
Core values are "a small set of essential and timeless guiding principles" (3-7 is the recommended range). They define the company's culture, attract the right people, and should be used for "hire, fire, review, reward, and recognize."
The session involves identifying characteristics of the exemplary employees, then filtering those characteristics to identify the true core values, avoiding "value traps" like "Permission to Play," "Aspirational," and "Accidental" values.
The People Analyzer is used to assess how well leadership team members embody the defined core values. This tool will be used to "set the bar / the standard for the company."
A "Core Values Speech" is developed to consistently communicate the company's values.
Core Focus: Defining the "Sweet Spot":
The "Core Focus" is defined as the company's "reason for being, what it’s world-class at." This is also described as the company's "sweet spot."
It's comprised of two key elements:
Purpose/Cause/Passion: The "why" behind the company's existence. Examples include "Disney – To make people happy" and "EOS Worldwide – Helping entrepreneurs live their EOS Life."
Niche: What the company does better than anyone else. Examples include, "Walgreens – Most convenient drugstores" and "Starbucks – Premier purveyor of the fi nest coffee in the world".
The Core Focus should act as an "internal fi ltering/guiding mechanism" to prevent distractions ("shiny stuff").
10-Year Target: Setting a "Larger-Than-Life Goal":
The 10-Year Target is a long-term (5-30 years) goal that provides a clear direction for the organization. It's described as a "S.M.A.R.T. goal" (Specific, Measurable, Attainable, Realistic, Timely).
Examples include "Coca-Cola – Put a Coke within the reach of every human being on the planet" and "EOS Worldwide – 1,000,000 companies Running on EOS®".
Traction First, Vision Second:
EOS philosophy prioritizes building a foundation of "traction" (discipline and accountability) before focusing on vision. "Vision without traction is hallucination." The Focus Day tools lay this foundation.
The Role of the Implementer (Facilitator):
The Implementer acts as a facilitator, guiding the leadership team through the discovery process and ensuring alignment.
They must be prepared, organized, and able to effectively manage time and discussions. The Implementer is expected to "...rehearse session" prior to the meeting.
A key aspect is managing expectations and ensuring the team understands the objectives and agenda. They are responsible for making sure "...expectations are clear and achievable."
The Implementer actively identifies and addresses potential issues, adding them to the "Issues List" for later resolution.
Practical Considerations:
The guide includes a detailed preparation checklist, including pre-session emails, room setup requirements, and necessary materials (easels, markers, snacks, beverages).
The guide outlines a specific agenda with time allocations for each segment. The Session at a Glance details the intended time allocation.
There are specific post-session actions, including completing a debrief and ensuring payment.
Quotes:
"Vision without traction is hallucination."
"Mastery = understanding (common vocabulary) and implementing (fully integrated)."
Core values are "a small set of essential and timeless guiding principles."
“People don’t lead, purposes do.”
Key Takeaways:
Vision Building Day 1 is a crucial step in the EOS process, designed to create a clear and unified vision for the company's future.
The session builds directly on the foundation of the Focus Day, emphasizing the importance of traction and accountability.
The Implementer plays a critical role in facilitating the discovery process, managing discussions, and ensuring alignment among the leadership team.
The V/TO and its 8 Questions provide a structured framework for defining the company's vision and plan.
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.

Session: Vision Building Day 2

EOS Tools and Vision Building - Day 2
I. Overview:
This document synthesizes information from several EOS Worldwide resources, focusing on the Vision Building Day 2 session and key EOS tools and concepts. The goal is to provide a clear understanding of the objectives, agenda, and facilitation techniques involved in helping leadership teams clarify their vision and implement EOS principles.
II. Key Themes and Concepts:
Vision Building Day 2 Session: This session is a crucial step in the EOS process, following a "Focus Day" and Vision Building Day 1. It aims to solidify the leadership team's vision and create a clear plan for execution. The session strengthens the "Six Key Components" of a business.
"Remember, we started the process with a focus day. Move forward to vision building day one about 30 days ago. Today's vision building day two. And when we finish today, we're going to move into the execution phase of the EOS process."
Mastery of Focus Day Tools: A primary objective is to ensure the leadership team understands and actively uses the five Focus Day tools: *Hitting the Ceiling: Acknowledging that hitting ceilings is inevitable and understanding the five leadership abilities needed to break through them. *Accountability Chart: Defining the right organizational structure and ensuring everyone is in the right seat. *Rocks: Setting and completing quarterly priorities. *Meeting Pulse: Mastering the Level 10 Meeting format. *Scorecard: Tracking key performance indicators to monitor progress.
"Our second objective is that we walk out of here with a crystalclear vision for the organization and a clear plan to achieve that vision and that you are all 100% on the same page with your vision and plan."
The Vision/Traction Organizer (V/TO): The V/TO is a central document that captures the company's vision, including:
Core Values
Core Focus (Purpose/Cause/Passion + Niche)
10-Year Target
Marketing Strategy (Target Market, 3 Uniques, Proven Process, Guarantee)
3-Year Picture
1-Year Plan
Rocks
Issues List
Marketing Strategy: Defining the ideal customer and crafting a compelling message. It involves identifying:
Target Market (Demographics, Geographics, Psychographics)
3 Uniques (Value Proposition, Differentiators)
Proven Process (Mapping the customer experience)
Guarantee (Reducing customer risk)
"Marketing strategy includes four aspects and these first two we're going to nail today. We've got to get it right and then these last two we're simply going to make a decision. So target market we're going to define your ideal customer. The demographic, geographic and psychographic profile of your ideal customer. three uniques."
3-Year Picture: Creating a clear vision of what the company will look like in three years, including:
Revenue, Profit, Measurables
Number of Employees (Right People, Right Seats)
Core Processes Documented, Simplified, and Followed By All (FBA)
"What does this company look like in your mind? eye. What do you see when you imagine the company 2 and a half years from now at 18 million, 1.5 million profit, 1,800 widgets?"
1-Year Plan: Establishing specific, measurable, achievable, relevant, and time-bound (SMART) goals for the coming year.
Rocks (90-Day Priorities): Breaking down the 1-Year Plan into actionable quarterly priorities for the company and individual leadership team members.
Issues List: Identifying and prioritizing issues, then compartmentalizing them for resolution in Level 10 Meetings or through long-term strategic planning.
Compartmentalizing: Organizing tasks and priorities into distinct categories: Goals (1 Year), Rocks (90 Days), To-Dos (7 Days), and Issues (Long-Term and Short-Term).
EOS Foundational Tools: These are the five core tools that are implemented at every level of the organization: V/TO, Accountability Chart, Rocks, Meeting Pulse, and Scorecard.
III. EOS Tools and Processes in Detail:
3-Step Process Documenter: This tool provides a structured approach to documenting core processes:
Identify: List Core Processes (HR, Marketing, Sales, etc.).
Document: Record major steps in each process, supported by sub-points (who/what/where/when/how).
Measure: Confirm compliance with steps and activities for achieving goals, regular update of core process to address issues.
Followed By All (FBA) Checklist: Ensures processes are consistently followed. It involves measuring performance on the scorecard, LMA (Lead, Manage, Accountable), and updating core processes regularly.
"Lead, manage, and hold everyone accountable – everyone is to follow the process."
IV. Facilitation and Implementation:
Implementer Role: The EOS Implementer plays a vital role in guiding the leadership team through the Vision Building process, ensuring they achieve clarity and alignment.
Check-In Process: Start sessions with personal and business bests, updates (what's working/not working), and expectations for the session.
One-at-a-Time Approach: When setting goals or making decisions, take a structured approach, discussing and refining each item individually.
"Keep, Kill, Combine": Use this technique to refine lists of ideas, ensuring only the most relevant and valuable items are included.
Long Streaming Question: Pose a comprehensive question to confirm buy-in and alignment on goals.
Imparting Will as an Implementer: The Implementer must actively guide the team to address crucial areas like:
Right People, Right Seats (RPRS)
EOS Rollout
Reviewing the Accountability Chart®: *Does everyone agree that this is the right structure? *Do you have the right people in the right seats? *Does everyone in the organization have enough time?
Level 10 Meeting™: Weekly Pulse = same day, same time, same agenda, start on time, end on time. *Start on time. *Segue – Good News (one personal; one professional). *Scorecard (On / Off Track) – No discussion, any issues “drop it down.” *Rock Review – Company and Individual (On / Off Track).
Delegate and Elevate®: Delegate stuff in the bottom two quadrants first, elevate to the stuff in the top two quadrants.
V. Next Steps and Conclusion:
Between Sessions: Roll out Foundational Tools, read The Four Obsessions of an Extraordinary Executive, update tools, and prepare for an Implementer visit to observe a Level 10 Meeting.
Session Conclusion: Gather feedback, confirm expectations were met, and obtain a session rating.
VI. Key Takeaways:
EOS provides a structured framework for clarifying vision, setting priorities, and driving accountability within entrepreneurial companies.
The Vision Building Day 2 session is a pivotal step in aligning the leadership team around a shared vision and creating a clear plan for execution.
Mastery of the EOS Foundational Tools is essential for effective implementation of the EOS system.
Effective facilitation by the EOS Implementer is critical for guiding the leadership team through the process and ensuring they achieve the desired outcomes.
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.

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:
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."
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.
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).
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."
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.
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).
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.
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.

Session: Annual

EOS Annual Planning Session
Overview:
This document summarizes the critical elements of an Entrepreneurial Operating System (EOS) Annual Planning Session, drawing from the provided excerpts. The Annual Session is a two-day process designed to increase team health, clarify company vision, set a clear plan to achieve that vision, and resolve key issues hindering progress. The implementer guides the leadership team through a structured process, including reviews, assessments, planning exercises, and issue-solving, with the ultimate goal of alignment, commitment, and actionable plans for the next year and quarter. The annual is markedly different from the quarterly sessions because the annual takes a 30,000 foot view whereas in the quarterlies, the team digs into the nitty-gritty.
Key Themes and Processes:
Offsite Location and Immersion: The annual session should ideally be conducted offsite to facilitate full immersion and disconnection from daily distractions. A hotel or conference center within an hour of the implementer is recommended. "Ideally, in a place where your clients can sequester themselves for two full days, disconnect from their personal lives, disconnect from their business lives, and really bond as a leadership team." Staying overnight is also important for bonding. "If 1 or more team members goes home you’ll get ½ point less in your ratings".
Pre-Session Preparation: The implementer has a crucial role in pre-session prep, including:
Contacting the primary contact to confirm readiness and address any questions.
Completing an annual debrief.
Collecting and organizing all necessary materials (Implementer Guide, V/TOs, Leadership Team Manuals, etc.).
Reviewing the client's V/TO and Rock Sheet beforehand to identify potential issues.
"Email me the most recent version of your V/TO® and Rock Sheet 48 hours prior to our session."
Day 1: Vision and Team Health
Check-In: A two-part check-in to start the session: "greats and expectations." Team members share business and personal accomplishments, as well as their expectations for the two days. The implementer also shares expectations: Openness, honesty, meeting expectations, and staying at a 30,000-foot level.
Part 1 - Greats: 3 business greats, 1 unexpected business great, 1 personal great.
Part 2 - Expectations for the two days
Review Prior Year/Quarter: Review past performance, including revenue, profit, and measurable goals, and completion of Rocks. "Review one number at a time (Read goal and ask for actual)." The year is then graded to assess overall performance.
Team Health (Five Dysfunctions of a Team): Focuses on building trust and increasing team health. Includes:
Team Health Pyramid Review: Rating the team's performance on trust, conflict, commitment, accountability, and results. Discussing ratings and identifying areas for improvement. Facilitate a discussion with the leadership team to clarify what a 10 looks like.
Trust-Building Exercises: Personal Histories and One Thing exercises are used to build vulnerability-based trust and improve team dynamics. Personal histories ask 6 questions to get team members to share about their backgrounds. The One Thing exercise involves teammates sharing an admirable trait and something the person should start/stop doing. "Part 1 – Your most admirable trait...Part 2 – One thing to start or stop doing for the good of the team." At subsequent annuals, One Thing transitions from "most admirable trait" to "greatest contribution to the team and organization."
One Thing Commitments: Each team member commits to one thing they will start or stop doing for the good of the team. "In 20XX, I commit to start or stop..."
Review the "Trust Builders": Encourage the team to engage in at least one trust-building activity per quarter.
Organizational Checkup: A comprehensive assessment of the company's performance across 20 key areas, rated on a scale of 1 to 5. The goal is to ensure everyone is on the same page and to extract issues. "For each statement below, rank your business on a scale of 1 to 5 where 1 is weak and 5 is strong." A score of 80% is the target.
SWOT Analysis and Issues List: Identify strengths, weaknesses, opportunities, and threats. "Take a few quiet minutes to list all of your strengths." Extract relevant issues and build the Issues List. The SWOT is put up on the wall.
V/TO Review: Ensure everyone is 100% aligned with the company's Vision/Traction Organizer (V/TO). The team challenges every section of the VTO. "Review one section at a time, working through entire Vision page."
3-Year Picture: Create or update the company's 3-Year Picture, including revenue, profit, measurables, and a description of what the company will look like in three years. The 3-year picture goes on the wall.
Day 2: Planning and Execution
Check-In: A brief check-in focusing on the previous day's highlights, current mindset, and expectations. Includes: Day 1 highlight, where's your head, and expectations.
Review Issues List and 3-Year Picture: Reinforce these elements before creating the 1-Year Plan. Recap the issues list and 3-year picture to prepare for creating the 1-year plan.
1-Year Plan: Develop a detailed 1-Year Plan, including revenue, profit, measurable goals, and 3-7 specific goals. Facilitate discussion, debate and refine the plan. Should address whether the accountability chart is right to accomplish the 1-year plan and if the budget supports the plan. The 1-year plan goes on the wall.
Rocks: Set 90-Day Rocks for the company and each member of the leadership team. Rocks are S.M.A.R.T. goals. "Looking at your 1-Year Plan, last quarter’s Rocks, and your Issues List, what are the three to seven most important things that MUST get done this quarter?" Individual rocks should be approved by the team. The rocks are put up on the wall.
IDS (Issue Solving): Tackle key issues that could impede progress in the next 90 days, using the IDS process (Identify, Discuss, Solve).
Next Steps: Review action items and next steps to be completed before the next session. Review "To-Dos".
Conclude: Get feedback on the session, restate One Thing Commitments, and end on a positive note. Get a session rating from the team.
Tools and Techniques:
V/TO (Vision/Traction Organizer): A core document that outlines the company's vision, values, and strategic plans.
Accountability Chart: An organizational chart clarifying roles and responsibilities.
Rock Sheet: A tool for tracking 90-day priorities.
Scorecard: Tracks weekly metrics to predict progress.
IDS (Identify, Discuss, Solve): A structured problem-solving process.
Organizational Checkup: Assesses the strength of the Six Key Components of the business.
SWOT Analysis: Assesses the company's strengths, weaknesses, opportunities, and threats.
One Thing Exercise: A trust-building exercise focused on feedback.
Flip Charts: Used extensively for brainstorming, planning, and capturing key information.
Markers: The implementer should bring their own markers in 4 or more primary colors.
Implementer Role:
Facilitator: Guiding the team through the EOS process, ensuring engagement and progress.
Teacher: Explaining the EOS concepts and tools.
Mediator: Helping the team resolve conflicts and reach alignment.
Documenter: Capturing key decisions and action items.
Timekeeper: Managing the agenda and ensuring the session stays on track.
Pour over and internalize the issues list before day 2. "Implementer must pour over and internalize the Issues list in the morning before Day 2 starts (always be there one hour early to set up)."
Key Outcomes:
Increased team health and trust.
Clear company vision and strategic plan.
Aligned leadership team.
Actionable 90-day Rocks.
Resolved key issues.
Important Considerations:
Time Management: The annual session is time-intensive, so the implementer must be skilled at managing the agenda and prioritizing activities.
Flexibility: Be prepared to adjust the agenda based on the needs of the client.
Documentation: Thorough documentation of decisions, action items, and plans is crucial for follow-through.
The Wall: By the end of the annual planning sessions, there should be 8+ sheets taped to the wall after adding the SWOT, Issues List, 3-Year Picture, 1-Year Plan, and new Rocks.
This briefing document provides a comprehensive overview of the EOS Annual Planning Session, highlighting the key processes, tools, and roles involved. It serves as a valuable resource for implementers and leadership teams seeking to optimize their annual planning process and drive sustained success.
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.

Additional Tool - Citrus (EOS + Agile)

Integration of EOS and Agile Methodologies
Introduction
This document synthesizes information from multiple sources to explore the concepts of the Entrepreneurial Operating System (EOS) and Agile methodologies, particularly focusing on how they can be integrated to enhance organizational performance. The core theme across these sources is the recognition that while Agile and EOS originate from different contexts and have distinct emphases, their strengths can complement each other when thoughtfully combined.
Key Themes and Ideas:
1. The Problem: The Strategy-Execution Disconnect ("Air Sandwich")
Source: "Business Agility with the Entrepreneurial Operating System"
Concept: Many organizations experience a disconnect between strategic vision at the leadership level and the execution level by operational teams. This is described as an "air sandwich," where top management knows the strategy, operational teams know their daily tasks, but there's a lack of connection or clarity in the middle layers.
Quote: "The phenomena that I was describing is called an air sandwich where you have a loaf of bread uh at the top which represents you know people uh direct the top management knows about you know the future direction and the strategy and the lower level know about what they what they need to do but there is nothing in the middle."
Challenge: This disconnect leads to issues like slow feedback loops, lack of engagement from business-focused departments (finance, sales, etc.), and difficulty translating strategic goals into actionable plans.
2. Agile's Limitations in Addressing the Full Business Context
Source: "Business Agility with the Entrepreneurial Operating System"
Concept: While Agile has become mainstream, primarily within software development and IT, its focus is often limited to project delivery and engineering metrics.
Quote: "if you look at the reasons for going agile most of the language here is about project delivery and engineering so accelerate software delivery uh increased productivity software quality and so on and so forth the whole language is geared towards i.t and and software... agile doesn't really address these issues"
Problem: Agile alone often fails to address concerns relevant to business leaders such as sales, cash flow, budgeting, hiring, and overall strategic alignment. This creates resistance to agile adoption in other organizational departments.
3. The Entrepreneurial Operating System (EOS) as a Solution and Complement
Source: "Business Agility with the Entrepreneurial Operating System," "Entrepreneurial Operating System® / Traction®- How does it relate to Agile/Scrum? | Scrum.org," "If You Understand Agile, You Can Understand EOS," "In today's fast-paced business environment..."
Concept: EOS is a holistic framework designed to help businesses get aligned, instill discipline, and improve accountability. It aims to bridge the strategy-execution gap and provides tools for the entire business, not just software development.
Key Components (from “Business Agility with EOS”):
Vision: A clear, shared understanding of organizational goals achieved through answering eight key questions.
Data: Tracking metrics weekly to assess progress.
Processes: Documenting core processes to ensure consistency.
Traction: Using quarterly "Rocks" to focus on key objectives and achieve the one-year plan.
Issues: Identifying and resolving problems promptly.
People: Ensuring the right people are in the right roles using a "people analyzer" to measure adherence to core values and evaluating whether they "get it, want it, and have the capacity."
Quote: "eos provides a way to connect vision to traction and create a healthy connection between the different departments... eos by this connection between the vision and traction can help fill the earth sandwich problem..."
Value: EOS locks down strategy and vision in 90-day chunks (quarters), fostering accountability and bi-directional feedback between management and execution. It complements Agile by bringing a clear business-focused framework to align with its iterative development approach.
4. "Rocks" as Quarterly Objectives and Connection to Strategic Vision
Source: "Business Agility with the Entrepreneurial Operating System," "Entrepreneurial Operating System® / Traction®- How does it relate to Agile/Scrum? | Scrum.org," "In today's fast-paced business environment..."
Concept: "Rocks" are quarterly goals that are prioritized over daily tasks. They are directly linked to longer-term objectives and are intended to ensure the most important items are not crowded out by urgent but less critical issues.
Quote: "we make the big rocks urgent by committing to them on a quarterly basis so we put the big rocks first and then we're able to deliver them and do what's important"
Link to Agile: EOS rocks can map to Agile Program Increments (PI) or team objectives, helping align the team’s work with the overall company vision and priorities.
5. Citrus Methodology: An Agile Model Aligned With EOS
Source: "Citrus Guide.docx"
Concept: Citrus is a specific Agile methodology designed to work closely with EOS principles, focusing on quarterly releases, quality, and prescribed team structures. It uses "Slices" (user stories) defined and prioritized by the dev team themselves, and features are defined in a hierarchical manner, starting with the "Why" and "Who" before thinking about the "What."
Key Structures: Product, Release, Feature, Slice, Task.
Team Structure: Citrus teams are not self-organizing and prescribe a specific make-up of team members: Technical Lead, UI/UX Designer, Developers, Architects, and QA.
Quote: "Scrum and other models seek to leverage the concept of “Self Organizing Teams.” Citrus prescribes the recommended team make-up."
Purpose: Citrus is designed to ensure technical work is done properly and efficiently, while aligning with the broader business and release objectives. The weekly meeting pulse for Citrus projects closely follows an EOS L10 style and format.
6. Combining EOS and Agile: Complementary Strengths
Source: "Business Agility with the Entrepreneurial Operating System," "Entrepreneurial Operating System® / Traction®- How does it relate to Agile/Scrum? | Scrum.org," "If You Understand Agile, You Can Understand EOS," "In today's fast-paced business environment..."
Concept: The sources emphasize that EOS and Agile are not mutually exclusive. EOS provides high-level strategic alignment, accountability, and consistent business rhythms, while Agile provides the iterative development tools and team empowerment.
Quote: "if we take eos plus agile we get a much improved way to achieve our efficiency and effectiveness"
Benefits: This combination creates a balanced approach, delivering the benefit of organizational vision and execution with flexibility and rapid iterative improvements, and promotes a common language across an organization.
7. Shared Principles: Transparency, Focus, and Continuous Improvement * Source: "Entrepreneurial Operating System® / Traction®- How does it relate to Agile/Scrum? | Scrum.org," "In today's fast-paced business environment..." * Concept: Both frameworks emphasize transparency, accountability, and continuous improvement. While their specific tools and artifacts differ, the underlying principle of tracking progress, making adjustments, and striving for better results is shared. * Quote: “EOS®, as well as Agile approaches, emphasize focus, alignment, a disciplined approach with structured events, artifacts, and policies that attempt to limit the amount of work in process (WIP) in a systematic way, and create better flow with cadence.”
8. Importance of Leadership in Applying EOS and Agile
Source: "Entrepreneurial Operating System® / Traction®- How does it relate to Agile/Scrum? | Scrum.org," "In today's fast-paced business environment..."
Concept: Leadership commitment to both EOS and Agile principles is crucial for successful integration. Leadership teams can utilize Agile concepts (e.g., Scrum) to drive their work and decision-making. They can also leverage the EOS discipline to enhance focus and strategic alignment, using sprints to drive progress on issues and rocks and adjusting plans based on ongoing reviews.
Quote: "Leadership Team acts as the "Developers" of the "Product," the Product being the overall direction and management of the company."
9. The Power of Retrospectives and Adaptability
Source: "Combining the Power of EOS and Agile at Your Agency with Jared Harris | ZenPilot," "In today's fast-paced business environment..."
Concept: Retrospectives, a common element of Agile, are a key part of the weekly routine that ensures continuous improvement and that problems are quickly identified and addressed. EOS also uses regular meetings to review issues and make adjustments.
Quote: "By prioritizing this meeting each week, you and your team can focus on improving your delivery machine. So many agencies get overwhelmed by all the requests flowing in each day. But they don’t take the time to step back and evaluate what could be improved."
10. Examples of Successful Blends * Source: “In today's fast-paced business environment...” * Concept: Real-world examples of companies integrating EOS and Agile demonstrate that combining them can boost growth, improve development time, strengthen team alignment, and create significant contracts. * Examples: Health Scholars, Isos Technology, Agileana.
Conclusion
The sources presented converge on the idea that a thoughtful integration of EOS and Agile methodologies can create a powerful approach for modern organizations. While Agile effectively supports iterative development and team empowerment, EOS delivers the strategic clarity, accountability, and structure necessary to bridge the strategy-execution gap. Combining these frameworks, especially with a structured agile methodology like Citrus, allows for greater adaptability while maintaining a strong focus on business goals. Organizations that embrace this blended approach can expect to achieve both operational efficiency and sustained, aligned business growth.
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.

Tool: EOS Model

EOS Model Overview
Executive Summary:
This document outlines the Entrepreneurial Operating System (EOS) model, a framework designed to strengthen six key components of a business to improve overall performance and achieve its vision. EOS aims to create clarity, accountability, and efficiency throughout the organization by providing specific tools and disciplines to address common challenges faced by entrepreneurial businesses. The goal is to move each component to at least "80% strong," enabling the business to operate more effectively and achieve its desired outcomes.
Key Themes and Concepts:
The Six Key Components: The EOS model is built upon strengthening these six interconnected components:
Vision: Ensuring everyone in the organization is 100% on the same page regarding where the company is going and how it plans to get there.
People: Having the right people in the right seats within the organization.
Data: Running the business based on facts and figures, not emotions or egos.
Issues: Developing a systematic approach to identifying, prioritizing, and solving problems.
Process: Ensuring all core processes are done the right and best way, every time.
Traction: Bringing the vision down to the ground and executing it with discipline and accountability.
Interconnectedness: The components are interdependent. Strengthening one component often reveals weaknesses in others. The model acknowledges that entrepreneurs face numerous challenges simultaneously, but addressing the core components helps to resolve underlying issues.
"…all entrepreneurs, all entrepreneurial leaders tend to wrestle with 136 issues simultaneously. And and that discovery tells us that to the extent you can strengthen the six key components of your business, those 136 issues just tend to fall into place because they're really symptoms of the true root cause."
Tools and Disciplines: EOS provides specific tools and disciplines to strengthen each component. These include scorecards, issues lists, accountability charts, process documentation, and meeting agendas.
"When we take the second pass around the model, what I'm going to do is introduce two tools or disciplines to you that help you understand exactly how we strengthen the vision component in all six of these components."
The Importance of "Right People, Right Seats": A core tenet of EOS is having the right people (those who share the organization's core values) in the right seats (positions where they are skilled, capable, and passionate).
"Right people just share your organization's core values... Right seats are people who are good at their job... You just got to have both."
Focus on Execution: EOS emphasizes translating vision into action through clear priorities, accountability, and consistent execution.
"Traction is about bringing your vision down to the ground and executing on that vision day in and day out. There's no coincidence that vision is at the top of the model and traction is at the bottom. Because if you can't bring your vision down to the ground and execute on it, well, vision without traction is hallucination."
Detailed Component Breakdown and Key Tools:
1. Vision:
Goal: To get everyone in the organization on the same page.
Key Tool: Vision Traction Organizer (VTO), a two-page document that answers the eight questions.
Eight Questions (VTO):
Core Values: Essential guiding characteristics.
Core Focus: The organization's sweet spot.
10-Year Target: Long-range goal.
Marketing Strategy: Target market, three uniques, proven process, and guarantee.
3-Year Picture: Clear visualization of what the company needs to look like in three years.
1-Year Plan: Revenue, profit, measurables, and 3-7 goals for the year.
Quarterly Rocks: 90-day priorities.
Issues List: Compiled list of challenges and obstacles.
Second Tool: "Shared by all" – communicate the vision and plan to all employees to ensure buy-in.
"…to the extent you can get everybody in this organization focused on one vision, rowing in one direction. Planets line up in the universe in ways we can't even explain. Magic happens."
2. People:
Goal: To have the "right people in the right seats."
Key Tools:People Analyzer: Assesses whether individuals consistently exhibit the organization's core values.
Accountability Chart: Defines the structure of the organization and clarifies roles and responsibilities.
Core Concepts:Right People: Share the organization's core values.
Right Seats: Have the necessary skills, experience, ability, and desire to excel in their roles.
Addressing People Issues: Making necessary personnel changes when individuals are either the "right person in the wrong seat" or the "wrong person in the right seat."
"...in a for-profit organization, you can't keep a bunch of people around just because you love them and they fit your culture…long term, they're doing more damage than good."
3. Data:
Goal: To run the business on objective data rather than subjective feelings.
Key Tool: Scorecard, a concise (5-15 numbers) weekly report that provides a "pulse" on the business's performance.
Discipline: Extending the scorecard discipline throughout the organization, making individuals accountable for specific measurables.
"Strengthening the data component is all about boiling your business down to good, solid, hard data... Five to 15 highlight level numbers that give you an absolute pulse on your business."
4. Issues:
Goal: To develop a systematic approach to identifying, prioritizing, and solving problems.
Key Tools:
Issues List: A central repository for all identified problems.
Issue Solving Track (IDS): A structured method for resolving issues: Identify, Discuss, and Solve.
IDS Process:
Prioritize the three most important issues.
Identify the root cause of each issue.
Discuss the issue briefly (without repetition).
Solve the issue by agreeing on a plan of attack.
Emphasis on Root Cause Analysis: Digging beyond surface-level symptoms to address the fundamental issues.
"IDS simply stands for identify, discuss, and solve. And this tool stems from a discovery that even great leadership teams struggle when it comes to really solving their issues at at the root."
5. Process:
Goal: To ensure that all core processes are done the right and best way every time, creating consistency and scalability.
Key Disciplines:Documenting Core Processes: Simplifying and documenting the 6-10 core processes of the business using a "20/80" approach (focusing on the 20% of steps that yield 80% of the results).
Following by All: Ensuring that everyone who touches a core process is properly trained and held accountable for following the documented procedures.
"To the extent you can get those handful of core processes done the right and best way every time you're going to create consistency and scalability in your organization."
6. Traction:
Goal: To bring the vision down to earth and execute it with discipline and accountability.
Key Tools:Rocks: 90-day priorities for the company and individuals.
Level 10 Meeting Agenda: A structured meeting agenda designed to improve meeting effectiveness and drive progress.
Key Concepts:90-Day World: Creates a sense of urgency and focus.
Meeting Pulse: Establishes a regular rhythm of communication and accountability.
"Every 90 days, you've been running like heck in the business, and you just come up for air and you look back on last quarter and see how you did. You recheck your vision to make sure you're all still on the same page. because sometimes you're not."
Conclusion:
The EOS model provides a comprehensive framework for entrepreneurial businesses to improve their operations, achieve their vision, and ultimately, "run a better business and frankly live a better life." By focusing on the six key components and implementing the provided tools and disciplines, organizations can create a culture of clarity, accountability, and efficiency, leading to greater success and fulfillment.
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.

Tool: 5 Leadership Abilities

The Five Leadership Abilities (EOS)
Executive Summary:
This document summarizes the five key leadership abilities within the EOS framework that are crucial for organizations to break through growth ceilings. These abilities are: Simplify, Delegate and Elevate, Predict, Systemize, and Structure. Mastering these skills allows leaders to overcome the inevitable "stuck" feeling that accompanies organizational growth and fosters scalability, efficiency, and profitability.
Core Themes and Key Ideas:
Hitting the Ceiling is Inevitable:
The core premise is that all growing organizations will inevitably "hit the ceiling," experiencing feelings of being stuck, overwhelmed, and frustrated. This is a natural part of the evolution and revolution of business growth.
"Hitting the ceiling is when you, your department, or your company stop growing. It’s the feeling of being stuck, overwhelmed, and frustrated – and it’s inevitable."
"You're going to hit the ceiling all the time in an entrepreneurial company...They all grow with periods of evolution and then revolution, which means they hit the ceiling. They get stuck."
Organizations can either break through the ceiling, flatline, or fail. The Five Leadership Abilities offer a framework for breaking through.
The Five Leadership Abilities: The ability to break through the ceiling is directly proportional to the ability to master these five abilities.
Simplify:
As organizations grow, complexity increases exponentially.
Great leaders continuously seek to eliminate complexity in messages, processes, structure, vision, and communication. The mantra is "less is more" and "do less better."
"As an entity grows, so does the amount of information, details, and lines of communication. It gets more complex and chaotic, fast."
"Great leaders keep things simple – constantly looking for ways to eliminate complexity."
"Your job is to embrace the concept of dumbing it down. Less is more. Do less better. That is simplicity."
The Complexity Model is used to illustrate how complexity increases with each person added to the business.
Delegate and Elevate:
Growth requires delegating tasks and elevating to one's "unique ability" (what you love to do and are best at).
Delegation involves building "extensions" of oneself by empowering others. This must happen at all levels of the organization to truly scale.
The "right people in the right seats" with "GWC (Get it, Want it, and have the Capacity to do the job well)" are essential for successful delegation. People must also share the organization's Core Values.
"True growth only happens when you Delegate and Elevate to your true skill set."
"If that business continues to grow, in order for it to break through the next ceiling, not only does the entrepreneur need to learn how to break through the ceiling, but now all the people that report to the entrepreneur need to master that same discipline."
The analogy of "letting go of the vine" illustrates the fear and trust involved in delegation. The ultimate tool for delegating is the accountability chart.
Predict:
Involves mastering both long-term and short-term forecasting.
Long-term predicting is the ability to plan 90 days and beyond, requiring a strategic overview ("climbing the tree/work 'on' the business"). The tool used to help get better at that is "rocks".
Short-term predicting is the ability to prioritize and resolve daily and weekly issues for the long-term good of the company (IDS® - Identify, Discuss, Solve). The tool used to help get better at that is "ids".
Without prediction, organizations lack direction, issues pile up, and the company risks imploding.
"Long-term predicting is your ability to predict and plan 90 days and beyond (climb the tree/ work 'on' the business)."
"Short-term predicting is your ability to solve all issues on a daily and weekly basis for the greater good of the company (IDS®)."
The analogy of loggers cutting a road through the amazon is used.
Systemize:
Systemizing means documenting and simplifying core processes – the company's "way" of doing business – and ensuring everyone follows them.
A "20/80" approach is recommended: document the 20% of steps that yield 80% of the results.
"Followed By All" is crucial for consistency, scalability, efficiency, and better results. Systemizing the predictable allows for "humanizing the exceptional."
"Systemize means documenting, simplifying, and getting everyone following your handful of Core Processes – the things that make up your “way” of doing business."
"Followed By All’ means you train and manage everyone to follow the process – no exceptions. As a result, you will create consistency in your organization."
Structure:
Requires stepping back to see the big picture and determine the optimal organizational structure.
Focus on the right structure to reach the next level, independent of personalities and egos.
The Accountability Chart is the ultimate tool for structuring, helping identify seats and accountabilities and getting the right people in the right seats.
"You must take a big step back, rise above the organization, and see the big picture...Once you have taken a step back, you must decide what is the right and best way to structure the organization to get to the next level."
"Use The Accountability Chart® to determine the right structure for your organization. It will help you identify all available seats and determine who is accountable for what."
Role of EOS:
The EOS process and tools are designed to help leaders master the Five Leadership Abilities and break through ceilings.
"The good news is EOS is designed to help you simplify everything."
"Everything I'm doing here is designed to help you master the five leadership abilities. So, that's on me."
Key Tools Mentioned:
Accountability Chart: Used for both delegation/elevation and structuring.
Rocks: Used for long-term predicting and clarifying priorities.
IDS (Identify, Discuss, Solve): Used for short-term predicting and resolving issues.
3-Step Process Documenter: Used for systemizing core processes.
Conclusion:
Mastering the Five Leadership Abilities within the EOS framework provides a structured approach to overcoming growth challenges and building a scalable, efficient, and profitable organization. The EOS tools are designed to facilitate the implementation of these abilities.
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.

Tool: Vision/Traction Organizer

EOS Vision/Traction Organizer (V/TO) and Vision Sharing
Overview:
This document summarizes the key concepts and processes surrounding the Vision/Traction Organizer (V/TO) tool within the Entrepreneurial Operating System (EOS), with a specific focus on how to create and share a compelling company vision across the entire organization. The V/TO is a tool used by leadership teams to clarify their vision and create a roadmap for achieving it. Getting the entire organization to understand and embrace this vision ("Shared by All") is the second critical discipline.
1. The Vision/Traction Organizer (V/TO):
Purpose: The V/TO is a two-page document designed to "crystalize your Vision" by answering The 8 Questions™. It is introduced during Vision Building® Days 1 & 2.
The 8 Questions: These questions are the core of the V/TO and guide the leadership team in defining their vision and plan:
Core Values: "An essential set of guiding characteristics that define who you are at the core and what you want from the culture of your organization." These values are used to "attract great people" and "repel people who aren’t a great fit for your culture."
Core Focus: The organization's "sweet spot," encompassing its purpose, cause, and passion. It is critical to "stay laser focused within that Core Focus." Other terms for this concept include "Vision statement," "Mission statement," "Voice," and "Hedgehog concept."
10-Year Target: "A long-range big goal for your business." The document suggests that this should be a simple, clear number one business goal for your organization.
Marketing Strategy: A plan to identify and reach the ideal prospect, broken down into four parts:
Target Market: The "demographic, geographic and psychographic profile" of the ideal customer.
3 Uniques: "Three differentiating characteristics...that make you different and better than the competition."
Proven Process: "A one-page visual illustration of the way you take care of your customers."
Guarantee: "A pledge or a promise that reduces the fear of adoption" and "eliminates objections."
3-Year Picture: A clear visualization of what the company needs to look like three years from now. It starts with defining revenue, profits and measurables.
1-Year Plan: Defines the revenue, profit, and measurables for the next year.
Quarterly Rocks: "90-day business priorities," to maintain focus, discipline and accountability.
Issues List: "Your big, long-term issues... Things you know you need to get to, but not in the next 90 days."
2. Sharing the Vision ("Shared by All"):
Challenge: Getting everyone in the organization to understand, embrace, and act in accordance with the vision. One source asks, "How do I get my people to share the vision?"
Company Rollout of the VTO:. The first discipline is a company rollout. When ready, after leadership team tools are learned, pull the entire organization together and roll out the VTO. Convey the vision, one section at a time.
"State of the Company" Address: Immediately after each quarterly, within a week or two, conduct a state of the company to share "where we've been, where we are, where we're going."
Repetition is Key: It can take time to get everybody to share the vision. It takes approximately a year and nine months (seven times) until people get the vision. You have to hear it seven times before they hear it for the first time.
Staying the Course: There's no magic pill or secret recipe. You need to stay the course and be disciplined.
3. Implementation Considerations:
Initial Resistance: Expect "eyes rolling" and skepticism during the initial rollout of the VTO. People need to hear the message multiple times before it resonates. It is natural for people to have a "flavor of the month look."
Adaptability: If a company-wide meeting isn't feasible, consider departmental rollouts, regional meetings, teleconferences, or online conferences. The key is to find what works best for the client.
People Decisions: Those who perpetuate the vision through their actions will become apparent, as will those who don't. This may necessitate "tough people decisions."
Getting back to basics: Remind clients that the discipline of quarterly "State of the Company" addresses to stay on track with sharing the vision.
Key Quotes:
"The 8 QuestionsTM ...help crystalize your Vision"
"Core Values are just an essential set of guiding characteristics that define who you are at the core and what you want from the culture of your organization."
"Rocks are just 90-day business priorities – getting us all 100% on the same page with what’s most important over the next 90 days."
"Those are The 8 QuestionsTM and that is your V/TO. You’re all on the same page. It’s a simplified approach to strategic planning."
"When everyone's energy is going in one direction amazing things happen."
"If you want to get your people to share the vision, you have to like tell them."
"They have to hear it seven times before they hear it for the first time."
"Staying the course and being disciplined... They'll know the ones that are perpetuating the vision. Their actions typically perpetuate the vision. They want want to be a part of that compelling vision. They get excited when they hear about it. The ones that don't, you'll quickly know and that's when they got to make those tough people decisions."
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.

Tool: Accountability Chart

EOS Accountability Chart
Purpose: To provide a comprehensive overview of the EOS Accountability Chart tool, its purpose, implementation, and related considerations.
I. Core Concepts and Principles:
Foundation: The Accountability Chart is based on the fundamental belief that every organization has three core functions: Marketing/Sales (M/S), Operations (Ops), and Finance. "The Accountability Chart is based on the fundamental belief that every organization has 3 traditional major functions."
Integrator and Visionary: In addition to the three core functions, high-performing organizations often have two additional key roles: the Integrator (I) and the Visionary (V). "In addition to 3 traditional major functions in all great organizations, there are 2 additional major functions — the Integrator (I) and the Visionary (V)."
Integrator: Responsible for harmoniously integrating the major functions, running the business, and driving accountability. "Harmoniously integrates the major functions of the organization," "Run the business / the glue," "Drives accountability in the organization."
Visionary: Focuses on big ideas, strategy, and high-level relationships, often staying at a "30,000 feet" perspective. "Big idea people," "Love to stay at 30,000 feet," "Come to every meeting with twenty ideas," "Creative problem solvers." Visionaries typically dislike detailed work and tough conversations.
Structure First, People Second: The Accountability Chart emphasizes designing the right structure before assigning people to roles. "Structure fi rst, people second." This ensures clarity and reduces complexity.
Single Accountability: Only one person can be accountable for each major function. "Only 1 person can be accountable." When two people are accountable, nobody is truly accountable.
Customization: The Accountability Chart is not a one-size-fits-all solution. It needs to be customized to reflect the unique structure and needs of each organization. "We’re going to customize your Accountability Chart in two ways." This involves determining the number and nature of the major functions and clarifying the roles of the Visionary and Integrator.
Five Major Roles: Each seat on the Accountability Chart should have five clearly defined major roles or responsibilities. "What are the 5 roles in each seat?"
II. Implementation Process:
Focus Day: The Accountability Chart is typically introduced during a "Focus Day" session. The objectives are to sell them on the power of the Accountability Chart®, create their structure with roles at the leadership team level, and get the leadership team names in seats.
Facilitation: A facilitator guides the leadership team through the process of defining the major functions, clarifying roles, and assigning responsibilities.
Agreement: Throughout the process, it's crucial to gain agreement from the leadership team at each phase.
Key Steps:Identify Major Functions: Determine the 3-7 major functions of the business (excluding titles).
Add Integrator and Visionary: Incorporate these roles if applicable.
Define Five Major Roles: Clarify the five key responsibilities for each seat, starting with the main level and moving up to the Integrator/Visionary.
Fill the Seats: Assign people to roles based on whether they "Get it, Want it, and have the Capacity to do it" (GWC).
Ground Rules:Look forward 6-12 months, not back. "Look forward (6–12 months), not back."
Detach from ego and current roles; focus on the optimal structure. "No people; detach from your role; let go of your ego."
Homework: Each person accountable for a major function builds out the Accountability Chart for their team.
III. "GWC" (Get It, Want It, Capacity):
Concept: To put the right people in the right seats, individuals must possess three qualities: "get it; want it; capacity to do it" to create context.
Get It: Having a natural aptitude and intuitive understanding of the job. "Aptitude; or the natural ability for something. An intuitive feel or grasps of what the job is, how it works and how to do it."
Want It: Genuinely desiring to perform the job. "Do they genuinely want to do the job?"
Capacity: Having the mental, physical, spiritual, time, knowledge, and emotional capacity to fulfill the role. "Do they have the mental, physical, spiritual, time, knowledge, and emotional capacity to do the job?"
Importance: If any of these three is a "no," the individual is unlikely to succeed in that role. While capacity can sometimes be developed, "Get It" and "Want It" are typically non-negotiable.
IV. Addressing Specific Scenarios:
New Integrator After Focus Day: Implementer needs to make sure the Visionary rereads Chapter 7 of Rocket Fuel, which is about patience and having a ramp-up plan. The visionary is also supposed to share their wish list with the new Integrator. The integrator will need a copy of Rocket Fuel, a Crystallizer Assessment, and enrollment in Rocket Fuel University.
One Person in Both Visionary and Integrator Seats: This is addressed by having the individual read Rocket Fuel, take the Crystallizer Assessment, and enroll in Rocket Fuel University to clarify which role they are best suited for. The other role will be added to the RPRS list.
V. Going Live with the Accountability Chart
Clients usually create their Accountability Charts over the first three sessions.
Trick their minds by asking them to look out 6-12 months into the future to determine the right structure.
90% of the time, clients are ready to roll the accountability chart out after VB2, but the other 10% isn't due to dysfunctional reasons such as ego related issues or strategic issues. In this case, you have to honor their fears and concerns and wait to roll it out.
VI. Key Takeaways:
The Accountability Chart is a powerful tool for creating clarity and structure within an organization.
It emphasizes a "structure first, people second" approach to ensure that roles are well-defined and aligned with the organization's goals.
The "GWC" framework is essential for putting the right people in the right seats.
Customization is key to making the Accountability Chart work effectively for each unique organization.
The Integrator and Visionary roles are critical for high performance, and their responsibilities must be clearly defined.
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.

Tool: People Analyzer

EOS People Analyzer
Purpose: To provide a comprehensive overview of the EOS People Analyzer tool, its purpose, implementation, and key concepts, as derived from the provided source materials.
Executive Summary:
The EOS People Analyzer is a key tool within the Entrepreneurial Operating System (EOS) designed to ensure a company has the "right people in the right seats." It's used to assess employees and potential hires against the company's core values and their ability to fulfill their job responsibilities (GWC™ - Get it, Want it, Capacity to do it). By rating individuals against these criteria and comparing their scores to a pre-defined "bar," the tool helps leadership teams identify and address people issues proactively. The People Analyzer is used during Vision Building® Day 1, as well as in Quarterly and Annual meetings.
Key Themes and Ideas:
Right People, Right Seats: This is the core principle behind the People Analyzer. It emphasizes the importance of aligning employees with both the company's culture (core values) and their job responsibilities (GWC). As stated in the source material, "Right People are at or above the bar in the Core Values. At or above the bar in GWC™ means they are in the Right Seat. You’ve got to have both."
Core Values Alignment: The tool places significant emphasis on assessing employees' adherence to the company's core values. The process involves rating each individual on whether they "display behavior most of the time (+)", behavior is inconsistent (+/-)", or "rarely displays behavior (-)" for each core value. The implementer in the video notes "If I see a plus minus average or lower, it's just not a core value."
GWC (Get it, Want it, Capacity to do it): Beyond core values, the People Analyzer evaluates whether an individual truly gets their role, wants the role, and has the capacity to perform it effectively. This is assessed with a simple "Yes" or "No" for each category.
The "Bar": The "bar" represents the minimum acceptable standard for fitting the company's culture and fulfilling job requirements. Individuals are rated against this bar to determine if they meet expectations. A common recommendation for a five core value company is a bar of "three pluses, two plus minuses."
Rating System and Objectivity: The tool employs a simple rating system (+, +/-, -) for core values and (Yes/No) for GWC to provide a clear and objective assessment. Objectivity and consistency in ratings are emphasized as crucial for effective implementation.
Actionable Insights and Issue Solving: The People Analyzer is not just an assessment tool, it is a problem-solving tool. When someone falls below the bar, it triggers a process to identify and address the underlying issues. "Use the Issues Solving Track or do a 3-Strike meeting for those below the bar. Focus on areas where they fall short (Core Values or GWC). Develop action plans to address gaps."
Proactive Management: The People Analyzer is designed to be used regularly (e.g., quarterly) for both current employees and potential hires, facilitating proactive people management and addressing potential issues before they escalate.
Implementation Steps: The sources outline a clear process for using the People Analyzer:
List employee names.
Write Core Values across the top.
Add GWC columns.
Establish the "bar."
Rate each person.
Compare ratings to the bar.
Identify those below the bar.
Take action to address gaps.
Quotes from Source Materials:
"The People Analyzer® helps determine if you have the right people in the right seats in your organization."
"Right People = Core Values alignment"
"Right Seats = GWC™ (Get it, Want it, Capacity to do it)"
"Right People are at or above the bar in the Core Values. At or above the bar in GWC™ means they are in the Right Seat. You’ve got to have both."
"That’s how we use The People Analyzer® to attract, manage, and retain great people in this organization."
Tool Setup (Reproduced from source for Clarity)
THE PEOPLE ANALYZER®
NAME
THE BAR RATING: + +/- - NUMBER OF + : NUMBER OF +/- : Y YY
Toolbox 21
Conclusion:
The EOS People Analyzer is a structured, repeatable tool for evaluating employees and candidates against a company's core values and job requirements. Its structured approach and focus on actionable insights make it a valuable tool for EOS implementers and leadership teams striving to build a high-performing organization with the "right people in the right seats."
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.