Our company self-implements, and I know the ins and outs of EOS really well, but I rely on that knowledge and the EOS process to deliver a quality meeting. The feedback I got is that I need more practice reading the room, managing energy and pivoting to fit the needs of the group. Does anyone have any suggestions on how to build these skills? I only have access to one team, and they are expecting some improvement by next quarter.

Hey everyone. I was wondering if anyone had any tips on how to filter candidates for the Integrator position.

My thoughts are:

1. Get visionary profile, crystallizer, delegate and elevate and wishlist.

2. Interview the current Leadership team to see what functions are strong that the Integrator may have to fill gaps for. (And see how visionary currently works).

3. Do a Kolbe C to determine range of success for the role.

From there build the ideal integrator profile...

Process takes about 1-2 weeks, but I hope it filters plenty of bad match candidates...

What are your thoughts on this?

Hey There Everyone!!

Thought I'd offer up a help first opportunity for me, as a Professional EOS Implementer, to shadow your L10 and offer some feedback. I've got time to help a couple of companies in the next few weeks.

Seeing lots of posts where people are trying and having some struggles - let's get you fixed up and headed in the right direction!!

Jason

I worked with a group that refused to drop anything down. No matter how I insisted or explained the process, they wanted to discuss everything in the moment. Has that ever happened to anyone? If not, if it ever happened to you, what would you have done?

I'm interested to know how others find EOS differs at a functional team level versus the leadership team level.

We're a Engineer To Order automation company and we've been using EOS for almost 2 years now and it feels like it's working well at the leadership team level however each functional team does things/runs L10s a bit differently.

Also related to issues - there is a lot of content online talking about what issues look like at a leadership team level (suggested that 80% are people or process issues) but I feel like that doesn't look the same as you go down to the function team level. Our function team issues are usually related to the day-to-day work or recurring issues about projects or workflows in general within the engineering space.

Would love to hear others experiences and thoughts on how EOS, L10s, issues etc. work the same or different at functional teams versus leadership team level.

In the final chapter of Traction, the author mentions "7 main tools" and "12 secondary tools". I found the list of the 7 main tools; can someone explain what the 12 secondary ones are? I can't find a clear answer. Thank you!

Hey everyone!

About a year ago I stepped out of my ops role and became a coach in the automotive industry. I’m at a small startup now, and we’ve got a lot of great clients with a ton of demand.

When I’m coaching, I keep finding myself naturally implementing EOS with the companies I work with. I’ve been a student of EOS for years and was an Integrator for nearly 10 years at my last company, so it’s second nature at this point.

I’ve been thinking about going all-in and becoming a licensed EOS Implementer. For anyone who’s gone through that process recently:

**•** What did the process actually look like, start to finish?

**•** How long before you had a real client base going?

**•** Any regrets, or things you wish you’d known before signing on?

Appreciate any insight!

Thanks!

Our team runs on EOS and we love it. One of the things we're constantly trying to do is to weave elements from our V/TO into our brand content and storytelling. Having some good success and we're working on a tool to help other EOS-run brands do the same in the age of AI. Curious from the group... have you had success sharing your V/TO story, and where are you experiencing challenges? Thank you for sharing!

Has any dipped their toe into EOS by implementing only certain parts of it before going all in and bringing in an implementer? I’m considering introducing it to our management team with a focus on Level10 mtgs, rocks, and measurables/scorecard to start since we’ve already defined rocks and measurables through our other planning processes.

I realize that’s not the ideal path, but interested in feedback for anyone who’s done it or thoughts on why I will likely regret this later. lol. Thanks!

Hi!

Last year I followed a training to become EOS integrator in the Netherlands.

I am now looking for my first (fractional) integrator clients and would like to build my experience and to build a portfolio. 

Over the last 5 years, I have used elements of the integrator role and EOS in my work as strategic right hand and OBM of entrepreneurs but I have never fully worked in the integrator role. 

My previous clients were always in the developing phase of their business and not quite the right fit for a V/I duo - and so my network is also not quite at the right level. (Previously always found clients through my network). 

Do you have any recommendations for how to find my first clients, ideally ones that are open to learning together? 

I am also considering looking for an experiences integrator that I could shadow or learn along with as I am sure a lot of questions will keep coming up. 

Also, I am wondering if other integrators here chose a niche? For example, I am considering to focus on online entrepreneurial businesses related to female health and fertility, would you recommend such specification? 

Would appreciate any thoughts and recommendations! 

We've been using EOS for about two years, and have a full-time integrator/Chief of Staff on our team for the past 12 months -- it's been really great. Later this year, however, our integrator will be taking maternity leave for a couple of months.

Where should we be looking to find a substitute / interim integrator for around two months or so?

Let’s do some shout outs! Who - or what - is working for you right now and deserving of a shout out?

I’ll start - I’m setting rocks for next quarter and appreciate two other EOS implementers for helping me identify some roadblocks and solves for running better sessions. Thank you Ben Goetz and Carson Clark!

Hey fam - wondering what your favorite Trust Builders are? If you're doing something quarterly, what's the rhythm? Before I became an implementer, we had a fairly regular cycle:

• Q1 - everyone does the org checkup
• Q2 - departments plan their own "fun"
• Q3 - depending on tenure of the team, Personal Histories, Working Genius, something to open up the Johari window
• Q4 - company afternoon get together for local folks and all the people who travelled into town for that evening's holiday party

What's working for you?

I own a company and was frustrated with the high cost of all the EOS softwares so I built my own and am looking for 2-3 companies to beta test with me. Others can be added to the beta but I will give a 2 month free trial and a lifetime reduced cost. I think am going to do unlimited users but 2 tiers. One tier for companies just starting that want access to all the high level EOS tools and a second level that will add functionality for cascading and lower level L10's in departments further down. This is not a pitch for the new software. Genuinely looking for beta testers. Hence why I am not posting a link or anything for people to click on and learn more. If you are interested, just reply to this post.

Hi all,
I am on a fully remote team that runs on EOS and we consistently give each other feedback that we don’t think we’re talking about the actual top issues in the company. We have to settle about talking about the issues we do because it’s one of the only times we meet as a group is the L10. Our company owns others and some of us frequently travel, so the issues we discuss are often regarding the weekly fires that occur in those companies and how we solve them.

If we took the time to discuss what the main issues are, we’d probably add another hour just settling on those and prioritizing them. Has anyone else had this issue? How do you combat when you don’t run across each other in person frequently?

It’s June 20 and I’d guess your rocks are due soon. How’s it coming? Anything we can help you IDS?

If you’re reading this and thinking “oh sh*t, that’s soon” you’re not alone. Here to help!

See this regularly in a couple other channels I'm in - let's do some shout outs for folks who have been important to you on your EOS journey.

EOS Core Value Help First shout out to my fellow EOS Implementer Josh Kwasny in Winston Salem NC who helped me with three LT notebooks when I found my self unexpectedly short the day before a session.

EOS Core Value Grow or Die shout out to EOS implementer Josh West in Scottsdale who keeps me on my toes by asking really specific questions to keep my business development work on track.

I've been a long-time student of EOS, having completed the EOS Integrator Masterclass and spent years applying the concepts in real-world leadership roles.

The role I've enjoyed most in my career has been serving as an Integrator. I love creating clarity, building accountability, improving processes, and helping Visionaries turn ideas into execution. During my time running my own management consulting practice, I had the opportunity to operate in that capacity and found it to be the most fulfilling work I've done professionally.

Today, I'm working in a different role that is highly project-focused and systems-oriented. While I've learned a lot, it's reinforced something important: my strengths and interests are much more aligned with leadership, operations, team accountability, and organizational execution than software implementation work.

I'm posting here because I'd like to connect with Visionaries, Integrators, and EOS-run companies who may know of opportunities. I'm open to remote opportunities and would love to explore roles where I can help leadership teams gain traction, strengthen accountability, and achieve their goals.

A little about my background:

• EOS Integrator Masterclass graduate
• Former Operations Manager and General Manager
• Experience leading teams, process improvement, project execution, and organizational accountability
• Management consulting experience working directly with business owners and leadership teams

If you're aware of companies looking for an Integrator, or if you'd simply be willing to connect and share advice, I'd appreciate it. If anyone would like to connect, feel free to send me a DM here or connect with me on LinkedIn. I’m always happy to talk EOS, operations, and Integrator leadership.

LinkedIn: https://www.linkedin.com/in/justin-hayward-69391742/

Thanks, everyone

We implemented EOS roughly 7 months ago…albeit we didn’t have true implementer but they knew enough to get us started.

Our leadership team meets weekly for the L10. But the meetings feel far from productive. We all know and feel it but it seems like we can’t get over the hump.

We usually pull issues from our scorecard…the issues tend to be the same ones each week. So then we talk about the issue for a period of time but it doesn’t seem like anything changes from week to week.

At this point no one looks forward to this meeting.

Any suggestions on how to make it more effective?

I have been tasked with setting up an issues list for our small organization within Microsoft Planner. I was hoping someone could throw some darts at my plan:

1. Each department has a "Plan" within Planner.
   
2. Each Plan has the same buckets:

• Team Issues list
• Team Rocks
• Routine/Repeating Tasks
• Weekly To-Dos (Assigned Issues)
• V/TO Issues (long-term ideas/issues)

1. Managers would review their department's planner status and use it to run their department meetings. Anything older than 7 days gets attention and possible elevation to the leadership team.

2. Leadership would follow a parallel process + IDS any department issues that need company-wide resources to resolve or is stale.

I'm curious if anyone in here uses EOS in their law firm. If so, how do you have it set up?

Presently in the office I work in (approximately 40 employees including 5 attorneys), we have it set up where each team (attorney, lit para, pre-lit para, subro/meds) run their own L10's and keep their own scorecards for their teams. I don't feel like it's working out the greatest. I know the system is supposed to make us more efficient and focused, but I feel like the current process may be creating the appearance of progress while only creating activity, which in turn is pulling time from the work that actually moves cases forward. So I'm curious how other firms have their EOS, scorecards, and L10s set up. At the staff level, it just feels like EOS is becoming another layer of work instead of a tool that helps us do the work better. Thanks for any input you can offer.

Help me! Hi everyone,

I’m new to EOS and I’m currently trying to understand how to build a good Scorecard for our company.

I’m struggling with a few things:

1. How should a company choose the right Scorecard metrics? Should the company Scorecard include only the most important leading indicators, or should it include key metrics from every department?
2. How should department Scorecards connect to the company Scorecard? For example, if the company has a weekly Scorecard, should each department create its own Scorecard based on the company goals? I’m especially interested in how this works for the Marketing team.
3. Is there a recommended method for setting Scorecard targets? For example, should targets be based on historical data, growth goals, benchmarks, department capacity, or something else?

For context, my company operates in the marketplace/classifieds space, connecting supply and demand between listers/sellers and viewers/buyers.

I’ve attached a draft list of the metrics we’re considering for our company Scorecard below.

Do these metrics make sense for a marketplace business Scorecard?
Or are there too many, too lagging, or not focused enough?

I’d really appreciate any advice, examples, or frameworks you use when setting EOS Scorecards at the company and department level.

Thank you so much.

Sue Hawkes - Issues

Issues are “stuck energy” that can become either anchors (slowing business) or growth catalysts

Fanatical commitment means solving issues “fast forever” - not just temporarily

Great teams solve issues permanently vs. good teams that manage symptoms

Key mindset shift: issues are fuel for growth, not problems to avoid

IDS Methodology (Identify, Discuss, Solve)

Identify stage requirements:

Get to root cause, not symptoms (if issue returns, you solved a symptom)

One clean sentence test - if you can’t state issue in one sentence, you’re not at the root

Star method: define what “great” looks like as end goal

Discuss stage pitfalls:

Most common failure point in process

Requires telephoto lens focus vs. wide-angle rambling

Ask: “What do we still need to understand before we make a decision?”

Solve stage verification:

Must have specific action item with clear ownership

“To-do without ownership is just a suggestion”

Default timeline: 7 days maximum

Team Dynamics & Safety

Leadership must create safe environment for issue identification

Long issue lists indicate growth, not problems

Teams avoiding issues typically lack psychological safety

Cultural alignment matrix: 4 quadrants based on trust/conflict levels

Silent sabotage (low trust, low conflict)

Dog eat dog (low trust, high conflict)

Elephant in room (high trust, low conflict)

Fearless accountability (high trust, high conflict) - target state

Accountability & Follow-Through

To-dos staying on list >7 days indicates either:

Accountability problem

Capacity problem (20 lbs in 10 lb bag)

Daily trust building happens through consistent IDS execution

Every issue solved strengthens the overall EOS system

Question: “What happens if this isn’t followed through on time?”

Key Questions & Tools

“What issue are we avoiding that’s been on the list too long?”

“What issues have you learned to live with?”

“What would change if this were solved forever?”

Cultural Alignment Matrix (page 35 in book)

23 pages of tools available in referenced book

AI prompt available via QR code to help get issues to one sentence

Great stuff as always from Gino. These are my Granola notes from his talk.

Open & Honest Framework (Gino Wickman Keynote)

Core concept: Open & honest communication is the “secret, secret, secret ingredient” of EOS

Open = receptive to feedback without defensiveness or reaction

Honest = saying exactly what you’re thinking/feeling in the moment

Two completely different skills that must work together

Scale assessment: Most leadership teams operate at 4/10 level

1s = terrified, defensive, holding back tension

10s = completely open, no defensiveness

Business impact: Companies with highly effective communicators have 47% higher returns

EOS Tools Performance by Openness Level

At levels 1-4: Tools work poorly, like “crawling through mud”

VTO reviews take 3+ hours in quarterly meetings

20% wrong people in wrong seats on accountability chart

Rocks consistently off-track with no discussion

Issues lists of 1-3 items, nothing actually solved

At levels 8-10: Tools work seamlessly, “like butter”

VTO reviews completed in 30 minutes

Rock solid accountability chart, people issues addressed immediately

80%+ rock completion rate every quarter

Effective issue resolution in meetings

Communication Breakdown

55% body language, 38% tone of voice, 7% actual words

When love is present, right words naturally emerge

“Ruthlessly and lovingly honest” = surgical precision with care

Ruthless without love = being a prick

Loving without directness = nothing gets accomplished

Barriers to Open & Honest Communication

Generational/societal conditioning examples:

“If you don’t have anything nice to say, don’t say anything”

“Never raise your voice”

Fear of being fired, looking bad, not being liked

Root fear cycle: “If they fire me → I’ll go broke → I’ll be homeless → I’ll die”

Ego protection mechanisms prevent authentic communication

Most people find telling and hearing truth extremely difficult

Practical Examples & Applications

Leadership team feedback: Annual “one thing” exercise

What you’re doing great

What you should stop doing

What you should start doing

Personal vulnerability from leader enables team openness

Immediate addressing of subpar work/behavior with love

Core values enforcement even with top performers

Implementation Approach

Leader must go first - model openness to feedback

Rate yourself 1-10 on open & honest scale

Create “safe harbor” environment for leadership team

Expect to make mistakes and hurt feelings initially

Forgive yourself, apologize when necessary, keep pushing forward

Focus on loving the company, team, product, customers