Reset Your Thinking Podcast

Tool: GWC

GWC (Get It, Want It, Capacity) Briefing Document
This document summarizes the key concepts and application of the GWC (Get It, Want It, Capacity) tool, as defined by EOS Worldwide. The GWC tool is used to assess whether individuals are in the "Right Seat" within an organization, meaning they possess the necessary attributes to excel in their role.
Core Concept:
The GWC tool is a framework for evaluating employees based on three criteria:
Get It (G): A natural aptitude and understanding of the role. It's an intuitive grasp of the job's intricacies and how to perform it effectively. As quoted from Dr. Ken Robinson, "get it is aptitude; or the natural ability for something. An intuitive feel or grasp of what the job is, how it works, and how to do it. Natural feel; biochemistry." This is considered innate or "God-given talent"
Want It (W): Genuine enthusiasm and desire to perform the job well. This intrinsic motivation cannot be forced or taught; it must be inherent. It's "someone who genuinely springs out of bed wanting to excel in the role."
Capacity to Do It (C): The acquired ability to effectively perform the job, encompassing skills, experience, training, and necessary resources. This includes:
Emotional Capacity: "the ability to empathize and connect with others."
Intellectual Capacity: "the ability to think critically and solve issues."
Physical Capacity: "the energy and physical ability to complete tasks and sustain productivity."
Time Capacity: "the ability to structure time and prioritize tasks effectively."
Key Principles and Ideas:
Right Seat: The overarching goal of GWC is to ensure each person is in the "Right Seat." When people are not in the "Right Seat" it leads to frustration for both the individual and the leadership, hindering the ability to "Delegate and Elevate."
"All YESes" Rule: To be considered a good fit for a role, an individual must score "YES" on all three criteria (Get It, Want It, Capacity). "You must have all YESes; 1 NO is a deal breaker."
Deal Breakers: "Get It" and "Want It" are considered non-negotiable. A "NO" in either category signifies a fundamental mismatch between the individual and the role.
Capacity Exception: While a "NO" in capacity is generally a deal-breaker, it can be addressed in some circumstances. If the leadership team believes the individual can gain the necessary capacity and is willing to invest the resources and time (potentially 1-3 years), it may be worth pursuing. However, the documents note this is rare, especially in rapidly growing organizations where the need for immediate competence is crucial.
Impact of a Poor Fit: If someone isn't in the right seat, the team will "always be forced to do their work and will not be able to let go of the vine."
Purpose of the GWC Tool: The GWC tool is introduced during the Accountability Chart exercise to provide context and introduce the rating system used in The People Analyzer.
Application:
Teach GWC: Present the GWC concept, clearly defining each element (Get It, Want It, Capacity).
Assess Each Individual: Evaluate each team member against the GWC criteria for their specific role. The provided documents include a questionnaire with specific questions to help assess each criteria (e.g., "Do all of the neurons in their brain connect when you explain and they do the job?").
Take Action: Based on the GWC assessment, make informed decisions about personnel placement and development to ensure everyone is in the "Right Seat." This may involve reassigning roles or investing in training and development for individuals with capacity gaps (if feasible).
Important Considerations:
The GWC tool is designed to be a straightforward and decisive method for evaluating personnel fit.
The emphasis on "Get It" and "Want It" underscores the importance of natural aptitude and intrinsic motivation in achieving success and fulfillment in a role.
The GWC tool helps in understanding that "Not everyone gets it, and it’s not a bad thing. They just need to be in a different seat."
This briefing provides a comprehensive overview of the GWC tool and its application within the EOS framework, enabling organizations to make strategic decisions about personnel alignment and optimize team performance.
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: Rocks

Briefing Document: Rocks
Executive Summary: Rocks are key, actionable priorities that are achievable within a 90-day window [1, 2]. Setting Rocks is a tool used within the Entrepreneurial Operating System (EOS) to create focus, alignment, and accountability within an organization [3, 4]. The goal is to have everyone focused in one direction to achieve amazing things [5, 6].
I. Core Principles and Methodologies:
90-Day Deliverables: Rocks must be achievable within a 90-day timeframe [7]. The concept of a "90-Day World" enables a team to maintain focus and reconnect with priorities every 90 days [8, 9].
Value Maximization: Each Rock should demonstrably contribute to increasing business value [7].
SMART Objectives: Rocks should be Specific, Measurable, Achievable, Relevant, and Time-bound [1, 10-12].
Limited Number: Individuals outside the leadership team should have one to three Rocks, while leadership team members should have three to seven Rocks [13, 14]. Less is more [9, 15, 16].
Prioritization: Rocks represent the big priorities that must get done [6].
Connection to Vision: Rocks should be based on the one-year plan, which in turn puts you on track for the three-year picture [8].
II. Implementation and Process:
Laundry List: Begin by listing everything that must get done in the business in the next 90 days [17].
Keep, Kill, or Combine: Decide whether to keep, kill, or combine each item on the list as a candidate for Company Quarterly Rocks [18, 19].
Prioritize: Star the most important candidates until the list is narrowed down to 3-7 Rocks [18].
Assign Ownership: Each company Rock must be owned by one person on the leadership team [20].
Individual Rocks: Leadership team members carry forward any company Rocks that they own to their individual list of Rocks and then come up with their most important three to seven individual Rocks [21].
Rock Sheet: Create a Rock Sheet that displays the organization’s Rocks at the top and each of the leadership team’s individual Rocks below [22, 23].
Share with the Organization: Share the company Rocks with the entire organization [24].
Departmental Rocks: Each department should set their Rocks as a team [13].
Review: Review Rocks in weekly meetings [22, 25]. Each person reports whether their Rock is "on track" or "off track" [25].
III. Potential Obstacles and Mitigation Strategies:
Setting the Wrong Rocks: Make sure to spend the necessary time setting the right Rocks and do not rush the process [26].
Commitment Fizzle: Be fully committed to Rocks every quarter [14].
Too Many Rocks: Don’t give people outside of the leadership team more than three Rocks [14].
Mastery Takes Time: It takes two quarters to master Rocks [26].
IV. Benefits of Using Rocks:
Focus: Rocks help to focus on the big-picture items [9, 27].
Accountability: Rocks create clear accountability [22, 28].
Communication: Rocks facilitate communication [27, 28].
Traction: Rocks help to achieve goals and move in a positive direction [29].
Organization: Rocks allow people to work toward one-year goals in bite-sized chunks [29].
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: Meeting Pulse

EOS Meeting Pulse
Overview:
The EOS (Entrepreneurial Operating System) Meeting Pulse is a structured system designed to improve traction, accountability, communication, team health, and results within an organization. It emphasizes establishing a regular cadence of meetings, primarily weekly Level 10 meetings, to proactively address issues, track progress, and maintain alignment. The Meeting Pulse also includes quarterly and annual planning sessions.
Key Themes and Ideas:
The Procrastination Model and the Need for Cadence: The EOS Meeting Pulse directly addresses the problem of procrastination. The "procrastination model" illustrates how energy and effort tend to be concentrated near deadlines. Regular meetings, or "spikes," help to distribute effort more evenly over time, ultimately aiming for a state where tasks are started with high energy immediately after meetings. As the video excerpt states: "You don't have time to procrastinate when you got to get things done on a regular interval."
The Core Principles of the Weekly Level 10 Meeting: The foundation of the Meeting Pulse is the weekly Level 10 meeting. These 90-minute meetings follow a strict agenda and are designed to be highly efficient. The core principles are encapsulated in the phrase: "Same day, same time, same agenda, starts on time, and ends on time." This consistency creates a predictable rhythm and ensures that meetings are productive.
The 5 Points of a Solid Meeting Pulse: The implementer guide emphasizes, "the 5 points of a solid meeting pulse: 1. Same day 2. Same time 3. Same agenda 4. Starts on time 5. Ends on time."
Agenda and Structure of the Level 10 Meeting: The Level 10 meeting has a specific agenda designed to cover key areas efficiently:
Segue (Good News): A brief opportunity to share personal and business highlights to "transition from 'in' the business to 'on' the business." (5 minutes)
Scorecard: Review of key metrics to identify what's on or off track. (5 minutes)
Rock Review: Assessment of progress on company and individual "Rocks" (key priorities). (5 minutes)
People Headlines: Brief updates on employee and customer satisfaction. (5 minutes)
To-Do List: Review of actions assigned in the previous meeting to ensure accountability. (5 minutes)
IDS (Issues List): The core of the meeting, focused on identifying, discussing, and solving (IDS) issues. (60 minutes)
Conclude: Recap of the to-do list, cascading messages, and rating of the meeting. (5 minutes)
Importance of Issue Solving (IDS): The IDS process is central to the Level 10 meeting. The goal is to "attack issues, making them go away forever." This involves identifying the root cause of issues, discussing potential solutions without "politicking," and implementing clear action steps. Solutions go on the To-Do list.
Keeping Circles Connected: The Meeting Pulse aims to create the "ideal way of keeping your circles connected." Regular communication ensures that the right hand knows what the left hand is doing and when you're together you're productive, when you're working individually you're productive." Poor connections result from either never meeting or being "on top of each other."
Commitment and Faith: Implementing the Meeting Pulse requires commitment and a degree of "blind faith." The guide notes, "All our clients use the meeting pulse®. It will vastly improve the quality of your meetings." Initial meetings may be "bumpy," but persistence is key.
Roles and Responsibilities: Two key roles need to be assigned: someone to run the meetings and someone to manage the paperwork (agenda, Rock sheet, scorecard).
Quarterly and Annual Meetings: While the focus is on weekly meetings, the Meeting Pulse also includes quarterly and annual planning sessions to review the V/TO (Vision/Traction Organizer), establish quarterly Rocks, and address strategic issues. As the "Meeting Pulse" document highlights:
ANNUAL (2 DAYS): Company vision and 1-Year Plan
QUARTERLY (1 DAY): Review V/TO and previous quarter’s Rocks, establish next quarter’s Rocks, and resolve key issues
WEEKLY (90 MINUTES): Numbers and Rocks on track, employee and customer satisfaction, and resolve issues
Quotes:
"Increases traction, accountability, communication, team health, and results."
"Same day, same time, same agenda, starts on time and ends on time."
"Attack issues, making them go away forever."
"All our clients use the meeting pulse®. It will vastly improve the quality of your meetings."
Conclusion:
The EOS Meeting Pulse is a comprehensive system designed to enhance organizational effectiveness through structured, consistent communication and problem-solving. By establishing a regular rhythm of meetings and adhering to a disciplined agenda, teams can improve alignment, accountability, and overall performance.
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: Issue Solving Track IDS

EOS Issues Solving Track (IDS) Briefing
Overview:
The EOS (Entrepreneurial Operating System) Issues Solving Track (IDS) is a tool designed to help leadership teams and organizations become more effective at prioritizing and resolving issues. It addresses a common problem: teams tend to discuss issues extensively but often fail to identify the root cause and implement lasting solutions. IDS provides a structured process for identifying the real issue, facilitating productive discussion, and agreeing on a plan of action to resolve the issue permanently. The end goal is to cultivate a culture where issues are openly acknowledged, prioritized, and resolved at their root cause for the greater good of the organization.
Key Themes and Ideas:
The Importance of Identifying the Root Cause (I in IDS):
The core principle of IDS is that the stated problem is rarely the real issue. "The stated problem is rarely the real issue." Teams must "dig down to find the real issue."
IDS emphasizes that a team shouldn't move forward in the process until the root cause is clearly identified.
As explained in the video, "It's I DS. So, I DS identify is ties to trust. It's about peeling back the onion, getting to the root cause... We do not move to D until we know we're at the root issue."
Often the stated problem is just a symptom and digging to the root cause is necessary.
Structured Discussion (D in IDS):
The "Discuss" phase should be "completely 'open and honest,'" allowing team members to share their thoughts, ideas, concerns, and solutions related to the real issue.
Discussions should be efficient and avoid repetition. "Get it all on the table, but say it only once. Saying it more than once is politicking."
The goal is to have a healthy debate while avoiding unproductive "politicking". As the video explains, "...discussing more than once is politicking".
When the discussion becomes redundant, it's time to move to the "Solve" phase.
Decisive Solving (S in IDS):
"Solve" means agreeing on a plan of action that will make the issue disappear forever.
Decision-making is crucial. "It’s more important that you decide than what you decide... so decide!"
Solutions must be clearly stated and agreed upon, even if not everyone is completely pleased.
Clear action steps ("To-Dos") should be assigned to individuals, documented on a To-Do List, and tracked for completion ("To-Done").
While consensus is desirable, the Integrator must make the final decision when necessary. "Consensus management does not work and will put you out of business faster than anything."
Prioritization and Focus:
The Issues Solving Track is most effective when used to tackle the most important issues.
Teams should start by prioritizing the one, two, or three most critical issues from their Issues List.
Integration with EOS and the Team Health Pyramid:
IDS is integrated into the broader EOS framework.
IDS relates to Lencioni's Team Health Pyramid, where:
Identify (I) ties to Trust.
Discuss (D) ties to healthy Conflict.
Solve (S) ties to Commitment.
Accountability and results are a natural outcome of commitment to the process. Showing up on time, completing rocks and todos, and hitting VTO targets will come naturally if the team is committed to IDS.
Issues Lists:
The Issues List provides a way for everyone to comfortably raise their hand and call out potential issues.
There are only 23 issues in the history of business and solving them quickly and at the root is crucial.
Practical Application:
Create an Issues List: Encourage everyone in the organization to identify and document potential issues, opportunities, or ideas.
Prioritize: Select the top 1-3 most important issues to address.
IDS Process:Identify: Dig deep to uncover the real root cause of the issue.
Discuss: Facilitate open and honest discussion, encouraging diverse perspectives while avoiding repetition and politicking.
Solve: Agree on a clear plan of action with assigned owners and deadlines. Document action steps on a To-Do List.
Follow-Up: Ensure action steps are completed and track progress on the To-Do List.
Conclusion:
The EOS Issues Solving Track (IDS) provides a valuable framework for leadership teams to move beyond surface-level discussions and resolve issues at their root. By emphasizing root cause identification, structured discussion, and decisive action, IDS fosters a culture of accountability and drives lasting results.
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: 3 Step Process Documenter

EOS 3-Step Process Documenter & Followed By All (FBA) Checklist
I. Core Concept: Systemizing for Scalability and Consistency
The overarching goal of the 3-Step Process Documenter is to help leadership teams identify, document, simplify, and then ensure adherence to their core processes. This contributes to:
Consistency in operations.
Scalability for growth.
Increased value.
Improved ease of management.
Greater profitability.
II. The 3-Step Process Documenter
Purpose: To create a clear, simple, and documented system for core business processes. The aim is to avoid overly complex Standard Operating Procedures (SOPs) and focus on what truly drives results.
Three Steps:
Step 1: Identify Core Processes
Goal: Agree on the handful of truly core processes unique to the business. These typically include HR, Marketing, Sales, a few Operations processes, Accounting/Finance, and Customer Service/Retention.
Process: Brainstorm a list, then use a "keep, kill, and combine" approach to reach consensus. Define a clear name for each process that everyone agrees to use. Assign an owner to each process and a champion for the overall core process manual.
Quote: "Every organization has just a handful of truly core processes...The question today is, what are the handful of unique processes in your business? We are about to identify and agree on what those are, what we're going to call them and who's going to own them."
Outcome: A table of contents for the "core process manual" (e.g., "The ABC Company Way").
Champion Responsibility: Creates the table of contents for the core process manual.
Step 2: Document & Simplify
Goal: Document the major steps in each core process in a simple, easily understandable way.
Process: The owner of each process documents and simplifies the steps, using a 20/80 approach (documenting the 20% of major steps that yield 80% of the results). A linear (chronological) approach is favored. For each major step, include 1-5 sub-points defining the who/what/where/when/how.
Quote: "Always take a 20/80 approach. Document 20% of the major steps that get you 80% of the results. Favor a linear approach, meaning start at the beginning and work through chronologically to the end of the process."
Format: Aim for 1-5 pages per process for clarity.
Approval: The leadership team must review and agree that the documented process is the right way to do it every time.
Owner Responsibility: Document, simplify, and gain leadership team approval.
Step 3: Package
Goal: Assemble all documented core processes into a readily accessible format (binder, online folder, etc.).
Process: Combine the Step 2 documentation. Use the Step 1 list of core processes as the table of contents. Give the manual a clear name (e.g., "The ABC Company Way of Operating").
Champion Responsibility: Package all the processes to create the way of operating manual.
III. Terminology (important for consistency)
Process: A core process (e.g., the HR process).
Step: A single step within a core process.
System: The entire documented and packaged collection of core processes.
IV. Implementation Timeline & Approach
Timeline: The entire process typically takes about 12 months.
Two Rollout Approaches:"Together as a Company": All processes are documented and approved before the entire manual and FBA checklist are rolled out.
"As They're Completed": Processes are rolled out individually as they are finished.
V. The Followed By All (FBA) Checklist
Purpose: To ensure that documented core processes are consistently followed throughout the organization.
Four Key Elements:Train: Train everyone who performs even one step in the process. This can occur in Level 10 Meetings, special sessions, or learning management systems.
Measure: Measure three aspects of each process: *Compliance: Are we doing it right? *Frequency: Are we doing it often enough to get the desired outcome? *Results: Are we getting the results we want?
LMA (Lead, Manage, Accountable): Create accountability by leading and managing people to follow the process, using scorecards and addressing issues promptly (IDS). Ensure consequences for not following the process.
Update: Review and update core processes at least annually to ensure they remain relevant, efficient, and aligned with business needs. Aim for continuous improvement.
Champion Responsibility: Ensures everyone properly follows the FBA checklist.
VI. Roles & Responsibilities
Process Owner: Accountable for documenting, simplifying, and getting their individual core process approved by the leadership team.
Process Champion:Owns the overall initiative.
Creates the table of contents for the core process manual (Step 1).
Finalizes the documentation format.
Drives accountability for individual process owners (Step 2).
Packages all processes into the core process manual (Step 3).
Ensures the FBA checklist is properly followed.
VII. Key Takeaways for EOS Implementers
Be Sold on Process: Believe in the power of documented, followed processes to create consistency, scalability, and value.
Keep it Simple: Focus on the 20/80 rule and avoid unnecessary complexity.
Be Relentless: Persistently encourage clients to commit to process documentation and implementation.
Hit Them Seven Times: The process concept is introduced and reinforced at multiple points: 90-minute meeting, Focus Day, Vision Building Days (1 & 2), Quarterly meetings, when it becomes a Goal, and Annual meetings.
Use Powerful Quotes: Use quotes like the Jim Collins quote: "Magic occurs when you combine the spirit of entrepreneurialism with a culture of discipline"
Meet in the Middle: Understand that some clients are too rigid and some are too unstructured. Focus on helping them find a balance.
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: Level 10 Meeting

EOS Level 10 Meeting
Overview:
The Level 10 Meeting is a structured, weekly meeting format within the Entrepreneurial Operating System (EOS) designed to drive clarity, accountability, and issue resolution within leadership teams. The meeting follows a consistent agenda, emphasizes efficient reporting, and focuses on identifying, discussing, and solving critical issues. The goal is to create a highly effective meeting pulse that leads to continuous improvement and keeps the team "on the business."
Key Themes and Ideas:
Structured Agenda and Time Management:
The Level 10 Meeting adheres to a strict agenda with specific time allocations for each section. This ensures the meeting stays on track and covers all essential areas.
Agenda Items & Timing:Segue (Good News): 5 Minutes
Scorecard: 5 Minutes
Rock Review: 5 Minutes
Customer/Employee Headlines: 5 Minutes
To-Do List: 5 Minutes
IDS (Issues List): 60 Minutes
Conclude: 5 Minutes (Recap To-Do List, Cascading Messages, Rating)
"The first and most important thing about the meeting is it always starts on time." It emphasizes starting on time.
Roles and Responsibilities:
Two key roles are assigned:
Meeting Runner: Facilitates the meeting, keeps it on track, and manages the IDS process. "The person who's going to keep us on track, make sure we start and end on time, facilitate ids. This is the person who secretly loves cutting people off in a meeting."
Paperwork Manager: Brings the Level 10 agenda, scorecard, and rock sheet to the meeting. Manages to-do lists and issues lists during the meeting.
Clear role definitions are crucial for efficient meeting execution.
Reporting Only (No Discussion):
The Scorecard, Rock Review, and Customer/Employee Headlines sections are for reporting only. Discussions and debates are explicitly prohibited to maintain efficiency.
Anything that is off track in these sections gets dropped down to the Issues List.
"No discussions, no debates, no grandstanding. We just review our scorecard... Checking to see whether our five to 15 numbers are on track or off track. If anything is off track, we simply drop it down to our issues list."
This reporting section focuses on three key areas: Numbers (Scorecard), Priorities (Rocks), and People (Customers & Employees).
To-Do List and Accountability:
To-Do List is for reviewing weekly accountability.
A to-do is defined as a 7-day action item with a single owner.
"Rule of thumb, 90% of your to-dos need to drop off the issues list every week." This highlights the importance of completing tasks and maintaining accountability.
Missing to-dos should be addressed. "One of the things I find almost always is they're just not capturing to-dos. And it's one of the best things we can do for them is to make them aware of how they're not."
IDS (Identify, Discuss, Solve):
The core of the Level 10 Meeting focuses on resolving issues.
The Issues List is prioritized (top 3 most important), and each issue is addressed using the IDS process.
"You never start at the top because sometimes the most important issue is buried right down here."
IDS Process:Identify: Clearly define the root cause of the issue.
Discuss: Have a focused discussion (one statement per person to avoid "politicking").
Solve: Develop a plan to make the issue "go away forever," typically resulting in a to-do.
"Rarely do they ever identify the root cause of the issue. Rarely do they ever get to the point where they solve issues. They spend all of their time discussing feeling productive but never really solving anything."
Conclusion and Continuous Improvement:
The meeting concludes with:
Recapping to-dos to ensure everyone is clear on their actions.
Discussing cascading messages to ensure key information is communicated effectively.
Rating the meeting on a scale of 1-10, with the goal of consistently achieving an "8 or better."
"Working together as a leadership team to make our meetings better, getting you to the point where you're routinely achieving a level 10, thus the term level 10 meeting."
Commitment and Consistency:
The Level 10 meeting should be scheduled at the same day and time every week and treated as a high priority. Rescheduling should be avoided.
"There are two great reasons to miss a meeting. Vacation and death. And by that I mean your death."
The meeting should be run even if only one person can attend. "The show must go on."
"All of our clients use this meeting pulse and it will vastly improve the quality of your meeting."
EOS Implementer Observation:
An EOS implementer will observe a Level 10 meeting after Vision Building Day 2 and before the first quarterly meeting.
"Never sooner, never later."
The implementer observes for 75 minutes, then provides 15 minutes of feedback.
The feedback should focus on both form (adherence to the agenda) and substance (quality of discussion and issue resolution).
Key Considerations:
The Level 10 Meeting is designed to be a regular, consistent practice.
Adherence to the agenda and time allocations is crucial.
Focus on identifying and solving the root causes of issues.
Accountability and follow-through on to-dos are essential for success.
Continuous improvement through meeting ratings and feedback is encouraged.
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: LMA

EOS Tool - LMA (Leadership, Management, Accountability)
Overview:
The EOS (Entrepreneurial Operating System) LMA tool focuses on developing leadership and management skills to drive accountability within an organization. It emphasizes that accountability is a byproduct of effective leadership and management, not something directly enforced. The LMA framework provides a practical, actionable approach by identifying five core practices for both leadership and management. The core equation driving LMA is: L + M = A
Key Themes & Concepts:
Leadership vs. Management:The sources highlight a clear distinction between leadership and management as separate, vital disciplines. Being good at one doesn't automatically make you good at the other.
Leadership is described as "On" the business, focusing on "clear direction," "creating the opening," and "thinking." It's about vision, strategy, and providing the context for the team. As noted in the video "Leadership is about thinking and working on the business...giving clear direction to your people and letting them do the tough work."
Management is described as "In" the business, emphasizing "expectations," "communication," and "doing (execution)." It's about day-to-day operations, clarity, and ensuring tasks are completed.
Slide 4 from "LMA" visually represents this distinction.
The Five Leadership Practices:The LMA framework identifies five key practices for effective leadership:
Giving Clear Direction: "Creating the opening," painting a compelling vision (V/TO®). This involves creating opportunities for people to "take it and run with it."
Providing the Necessary Tools: Providing resources, training, technology, people, and "time and attention." It's about supporting direct reports to succeed and letting them know you "got their back."
Letting Go of the Vine: Delegating effectively (Delegate and Elevate®) and trusting competent individuals (GWC™ - Get it, Want it, Capacity to do it). It is important not to "take it back." This also references the book The One Minute Manager Meets the Monkey by Kenneth Blanchard.
Acting with the Greater Good in Mind: Prioritizing company vision (V/TO®) and needs, aligning actions and decisions accordingly, and "walking the talk."
Taking Clarity Breaks: Scheduling time for reflection, strategic thinking ("on" the business), and restoring confidence. As stated in the LMA guide, "At fi rst you may be concerned about when you’ll fi nd the time. The irony is, you’ll actually save time by taking Clarity Breaks." The sources suggest using a blank legal pad or journal to facilitate thinking during these breaks.
The Five Management Practices:The LMA framework identifies five key practices for effective management:
Keeping Expectations Clear: Ensuring clarity on "mine and theirs" expectations, covering Roles, Core Values, Rocks, and Measurables.
Communicating Well: A two-way street, ensuring "you know what is on each other's mind (no assumptions)." This involves sharing "2 emotions (one positive, one negative)" and monitoring the "question-to-statement ratio" (aiming for 80% them talking, 20% you). Employing techniques like "Echoing" to ensure mutual understanding.
Having the Right Meeting Pulse: Maintaining an "even exchange of dialogue," "reporting measurables," and "keeping the circles connected." Emphasizes finding the right balance of attention and space for direct reports.
Having Quarterly Conversations: Engaging in informal, out-of-office conversations (coffee, lunch, walk) using tools like "The 5-5-5" and "The People Analyzer® (Core Values and GWC™)." These conversations are to compliment what they are doing well and address potential issues.
Rewarding and Recognizing: Providing timely feedback ("Give positive and negative feedback quickly (24 hours)"), criticizing in private, praising in public, being the boss (not the buddy), and using the "Three-Strike Rule" for performance issues. A Napoleon quote is referenced: "No amount of money will induce someone to lay down their life, but they will gladly do so for a bit of yellow ribbon."
Self-Assessment & Commitment:The LMA process involves a self-assessment using a "Yes/No" format for each practice. Leaders/managers assess whether they consistently apply each practice with all their direct reports (if even one report receives a "No," the overall answer is "No").
The process includes a commitment to convert all "No" answers to "Yes" within a set timeframe, and ideally to conduct the self-assessment face-to-face with direct reports to generate open dialogue.
The LMA guide shares the questions that a leader should consider during a clarity break, such as, "Is the Vision and Plan for the business/department on track?" and "What can I delegate to others in order to use my time more effectively?".
Accountability as a Byproduct:The central premise is that accountability isn't something to be imposed but rather emerges from consistent application of the leadership and management practices.
The resources directly state: "Accountability is the byproduct of great leadership and management." and "Holding people accountable isn’t something you “do” to people."
Hiring the Right People:The document emphasizes the importance of hiring competent individuals and having the "right people in the right seats."
A Jim Collins quote is provided, ""The moment you feel the need to tightly manage someone, you’ve made a hiring mistake."
Non-Negotiables:Two things are non-negotiable for effective LMA:
"You must genuinely care about your people."
"You have to want to be great."
Implementation Notes:
The LMA tool is taught during Quarterly Pulsing® Sessions.
Preparation includes reading "How to Be a Great Boss" and watching the LmA Toolbox lesson video.
The implementation process involves facilitating discussions to ensure participants understand how to convert "No" answers to "Yes."
The importance of a consistent feedback loop and regular check-ins to ensure progress is maintained.
Overall, the LMA framework provides a structured, practical, and actionable approach to improving leadership and management skills, ultimately driving accountability within an organization by focusing on clear direction, support, and open communication.
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 Rules

The 5 Rules for Visionaries and Integrators
Executive Summary:
This document summarizes the five rules designed to optimize the relationship between a visionary and an integrator within an organization using the EOS framework. The rules aim to mitigate friction, leverage complementary skills, and create a unified leadership front. These rules are designed to address common issues that hinder the effectiveness of visionary/integrator partnerships and negatively impact the entire leadership team and the company's overall performance. The five rules are designed to help Visionary/Integrator duos "blend their natural friction into powerful, positive energy that will take your business to the next level."
Core Concepts:
The Yin and Yang of Visionary and Integrator: The materials consistently emphasize the complementary nature of the visionary and integrator roles, comparing them to the Chinese concept of Yin and Yang. They are presented as seemingly opposite forces that are interconnected and interdependent, driving company greatness when properly aligned. "The ancient Chinese concept of yin and yang describes how two forces that are seemingly contrary to each other, polar opposites, are actually interconnected and interdependent, giving rise to each other as they interact together."
Visionary Role: The visionary is typically the founding entrepreneur, adept at generating ideas, seeing the big picture, understanding market trends, engaging in research and development, managing external relationships, inspiring the organization, and solving complex problems. They create and hold the company vision and close significant deals. They are good at "connecting the dots between things that aren’t obviously connected." Visionaries often possess a "reality distortion field" and may exhibit characteristics of ADD.
Integrator Role: The integrator brings clarity, communication, resolution, focus, accountability, team unity, and follow-through. They act as a tiebreaker, remove obstacles, prioritize tasks, execute plans, and provide consistency. They are the "glue who holds everything together," focusing on the P&L, executing the business plan, harmonizing the leadership team, and ensuring adherence to the company's operating system. Integrators "help harness Visionary ideas."
The Five Rules:
Stay on the Same Page: The visionary and integrator must be aligned. This eliminates dysfunction, improves leadership team meetings, and presents a unified message to the organization. This requires commitment to a monthly "Same Page Meeting" to "hash out anything and everything needed to make sure that they are 100% on the same page." The meeting includes a check-in, issues list building, and IDS (Identify, Discuss, Solve). "Think of it this way. The visionary and the integrator are two halves of the same brain."
No End Runs: This rule prevents situations where the visionary undermines the integrator's authority or effectiveness. An "end run" occurs when someone bypasses their direct manager or the integrator to get a different decision or direction. The visionary must not enable these behaviors. When approached, the visionary should ask, "Are you going to tell them, or am I going to tell them?" redirecting the person to the appropriate channel. "When a visionary makes a new decision in these situations, they cut the integrator off at the knees and leave them powerless to do the job they are there to do."
The Integrator is the Tiebreaker: When the leadership team is stuck on a decision, the integrator makes the final call. This leverages the integrator's understanding of priorities, resources, and cross-functional issues. The visionary must trust the integrator's judgment. This rule kicks in "when a decision can't be agreed upon when the team is actually stuck." While the visionary trumps the integrator in some cases, if the integrator is repeatedly making bad decisions, "that's a sign they don't GWC their seat and should be fired from that seat."
You are an Employee When Working "In" the Business: Owners must operate as employees when working within their roles in the company, adhering to the same rules and expectations as everyone else. This prevents "owner's entitlement" and ensures a fair and consistent culture. The "owner's box" is a separate arena for owner-level decisions (e.g., taking on debt, selling the business) made apart from day-to-day operations. "Nobody is playing the 'owner card.'" If an owner isn't the right person for a particular seat, they should be removed from it, even fired.
Maintain Mutual Respect: The visionary and integrator must maintain mutual respect, trust, openness, and honesty. Lack of respect undermines the relationship and the company's culture. "If respect is lacking, the relationship simply won't work. And frankly, they'll need to end it. Life's too short to work with someone you don't respect." They must see each other as equals and have each other's backs.
Actionable Insights and Recommendations:
Implement Same Page Meetings: Schedule monthly "Same Page Meetings" with a structured agenda (check-in, issues list, IDS) to ensure alignment between the visionary and integrator. These meetings should occur outside the office. The goal is that "each one of them would give the same response or at least something that is very closely aligned" if asked about an issue after the meeting.
Address End Runs Proactively: Enforce the "No End Runs" rule by consistently asking "the question" when someone attempts to bypass their direct manager or the integrator. This should eliminate end runs within 30 days.
Empower the Integrator as Tiebreaker: Trust and empower the integrator to make final decisions when the leadership team is stuck, recognizing their closer connection to operational realities.
Promote Employee Mindset for Owners: Reinforce that owners must act as employees when working within the business, adhering to the same rules and expectations.
Foster Mutual Respect: Cultivate a culture of mutual respect, trust, openness, and honesty between the visionary and integrator.
Use the Rocket Fuel Power Index: The VI duo should complete the Rocket Fuel Power Index quarterly to assess their current state, identify areas for improvement, and track progress on each of the five rules. "Before that meeting, both of you should complete the Rocket Fuel Power Index...Bring your results with you and be ready to discuss them during your same page meeting."
Address gaps in commitment and role clarity: The two most frequent gaps found in the Rocket Fuel Power Index are staying on the same page and role clarity. These should be addressed with high priority.
Potential Discussion Points:
Which of the five rules presents the biggest opportunity for improvement in the organization?
What specific support can the leadership team provide to the visionary and integrator?
Are the visionary and integrator committed to implementing the five rules and the necessary disciplines (e.g., Same Page Meetings)?
This briefing document should provide a solid foundation for understanding and implementing the "5 Rules for Visionaries and Integrators" within the EOS framework.
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: Scorecard

EOS Scorecard
Overview:
The EOS Scorecard is a crucial tool within the Entrepreneurial Operating System for driving accountability, clarity, and ultimately, better results within an organization. It involves tracking 5-15 key, activity-based metrics on a weekly basis, with clear goals and assigned owners. The Scorecard is reviewed weekly during Level 10 meetings to identify and address issues proactively.
Key Themes and Ideas:
The Power of Numbers: The core principle is that measurable results, expressed as numbers, are far more effective than subjective opinions.
"Numbers cut through murky subjective communication between manager and direct reports."
"Accountability begins with clear expectations, and nothing is clearer than a number."
"What gets watched improves."
Example: Instead of a vague "Great! Things are picking up," a number-based answer is "I got three."
Accountability and Clarity: Scorecards create accountability by establishing clear expectations. This clarity is welcomed by the right people in the right seats.
"When you set a number, everyone knows what the expectation is."
"Accountable people appreciate numbers. Wrong people in the wrong seats usually resist measurables. Right people in the right seats love clarity."
"When an employee is clear on his or her number and agrees that he or she can achieve it, you have commitment. There is no gray area."
Improved Communication and Teamwork: Scorecards facilitate data-driven conversations and foster teamwork.
"They become a communication tool between manager and direct report, creating the basis of comparison, unemotional dialogue, and, ultimately, results."
"When a team composed of the right people in the right seats agree to a number to hit, they ask themselves, “how can we hit it,” creating camaraderie and peer pressure."
Proactive Problem Solving: Focusing on activity-based numbers allows for quicker identification and resolution of issues before they significantly impact end results.
"When an activity-based number is off track, you can attack it and solve the problem proactively, unlike with an end-result based number that shows up after it’s too late to change it."
Seven Truths (Beliefs Necessary for Scorecard Success): The success of a Scorecard hinges on certain fundamental beliefs:
What gets measured gets done: The mere act of scorecarding makes an organization better.
Managing metrics saves time: Despite the time investment, it saves time in avoiding train wrecks and improving communication.
Scorecard provides a pulse on the business and the ability to predict.
Inspect what you expect: Regular checking and verification are essential. "Employees respect what management inspects." (Corrected quote).
Accountability in a high-trust, healthy culture: Accountable people welcome scorecards as a tool for improvement.
Scorecard requires hard work, discipline, and consistency, but is worth it.
One person must own it: Someone needs to obsess about the Scorecard, ensuring it's populated, accurate, and driving action.
Six Fundamentals for a Great Scorecard:
Review it weekly with the leadership team (Level 10 Meeting).
5-15 numbers only.
Someone accountable for each number.
A goal for each measurable.
When the goal isn't hit, drop it down to the Issues List.
Look at 13 weeks of data at a glance.
Implementation Process:
Island Exercise: Team members imagine they are isolated and can only receive 5-15 numbers that tell them how the business is doing. This helps identify the most critical metrics.
Compile a list: Create an initial list of potential measurables.
Clean Up: Filter the list down to weekly, activity-based numbers that the leadership team needs to see.
Set Goals: Establish a goal for each measurable (gut feel is okay for the first cut).
Assign Accountability: Designate a person responsible for each measurable.
Use Excel to create the Scorecard.
13 Weeks of History: The Scorecard template should allow for tracking 13 weeks of data to identify patterns and trends.
Evolve the Scorecard: It will likely take 1-3 months to "fall in love with it." It is a living document that should be refined over time.
Examples of Measurables (by Department):
Sales & Marketing: New leads, Opportunities, Sales calls, Close ratio, Web conversions.
Operations: Run rate, Errors, Customer problems, Defect rate, Delivery times.
Finance: Weekly revenue, Cash balance, A/R, A/P, YTD Profit Margins.
Common Challenges and Tips:
Teams can struggle to narrow down the list of measurables. Remind them to focus on weekly, activity-based numbers that are critical for the leadership team to see.
It doesn't need to be unanimous to keep a measurable on the scorecard.
"Don't die on the five to 15 hill." It's okay to start with slightly more and refine over time.
It doesn't need to be perfect. Early on it will be a work in progress.
If there's a number they all want to see, they just don't know how to measure it yet. Put it on the scorecard. Keep it.
In summary: The EOS Scorecard is a powerful tool when implemented with the right mindset and a focus on the key fundamentals. It fosters a culture of accountability, improves communication, and enables proactive problem-solving, leading to better results for the organization.
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: 8 Cash Flow Drivers

EOS 8 Cash Flow Drivers
Executive Summary:
The EOS "8 Cash Flow Drivers" tool is designed to help leadership teams improve their awareness, visibility, and accountability regarding the key elements that impact cash flow and profitability within their business. The process involves a facilitated workshop where the team identifies the primary drivers, assigns ownership for each, and sets measurable goals for improvement. The goal is to foster a company-wide focus on improving financial performance.
Main Themes and Ideas:
Purpose: To improve cash flow and profitability by focusing leadership teams (and potentially the entire organization) on the core drivers that affect financial performance. The tool aims to maximize the value of the organization.
Process: A facilitated exercise that typically takes about an hour and involves three key passes:
Defining the Primary Drivers: Brainstorming and identifying the 6-10 most important factors that positively impact profitability and cash flow.
Assigning Ownership: Designating a single member of the leadership team to be accountable for improving each driver.
Setting Goals: Establishing specific, measurable goals for each driver to maximize or improve its impact. These should be expressed as a number not a set of words.
Facilitation is Key: The implementer's role is primarily that of a facilitator, guiding the team through the process of identifying drivers, assigning owners, and setting goals. The implementer should guide the team to page 18 of the leadership team manual to "get their juices flowing".
Importance of Awareness and Visibility: Beyond the leadership team, the tool emphasizes the importance of creating organization-wide awareness and visibility around these key drivers. This can be achieved through visual aids (like the "Profit Accelerator Wheel" or "7 Stingers"), adjustments to the budget and P&L, or modifications to the scorecard.
Measurable Goals: Emphasis is placed on setting goals that are quantifiable and can be tracked.
Iterative Improvement: The process doesn't have to be perfect on the first attempt. The goal is to get the team "80% of the way there" and plant the seed for ongoing improvement.
Key Quotes and Concepts:
"Your jobs as leaders and managers of this organization is obsessing about and improving profitability and cash flow, maximizing the value of this organization." (Video excerpt) - This highlights the core responsibility of leadership in driving financial performance.
"This is where we help a leadership team bring more awareness, visibility, and accountability to all of the things that improve cash flow and profitability in their business." (Video excerpt) - Summarizes the core purpose of the tool.
Three Passes: Defining primary drivers, assigning owners, and setting goals.
Context, Facilitate, Conclude: Describes the structure of the exercise, where teaching creates context, facilitation guides the team, and conclusion involves agreeing on action steps.
"Implement note here, you're going to give them five quiet minutes. And if you see them starting to slow down or get stuck...you're going to direct them to the next page in the manual. which will get their juices flowing." (Video excerpt) - Reinforces the need to actively facilitate and provide guidance.
"Rule of thumb, if you get them 80% of the way there today, you've planted the seed and you can move on." (Video excerpt) - Highlights the focus on progress over perfection.
"Ensure each goal is a # or %, not a set of words or a to-do to set." (PDF excerpt) - Underscores the importance of quantifiable goals.
Examples of successful implementation include: price increases, negotiating better vendor contracts (reducing COGS), and improving efficiency (reducing service time).
Potential Drivers (Examples from the materials):
Price
Ancillary Sales
Service Time
Compensation/Labor Costs
G&A Expenses
A/R Days
Errors/Mistakes
C.O.G.S./Margin
Tools for Visibility and Awareness:
Budget
P&L (Profit and Loss Statement)
Scorecard
Implementer Considerations:
Client Reactions: Be prepared for a range of reactions, from enthusiastic engagement to skepticism.
Facilitation Skills: Strong facilitation skills are crucial to guide the team effectively.
Financial Acumen: While not the primary focus, a basic understanding of financial concepts is helpful.
Use client success stories, when available, to further illustrate concepts.
Conclusion:
The EOS 8 Cash Flow Drivers is a structured approach to help businesses identify, manage, and improve the key factors that drive profitability and cash flow. By focusing on accountability, measurable goals, and company-wide awareness, organizations can achieve significant financial improvements.
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.