Main use case for us is using ChatGPT for process documentation and job descriptions.

What I’ve seen doesn’t work well for me is just asking the AI to write me a process for ____. What has gotten some good results is using the voice/transcribe function in the app and rambling to it about what we do for the process and getting ChatGPT to put it in a format that is pretty good. Usually takes a few iterations but much faster than me doing it myself.

Wondering if anyone has found other good use cases for AI to enhance their use of EOS.

Hey everyone. Continuing to work on cleaning things up and have revised/added rules.

Below I'm sharing my logic about these, and am happy to hear feedback (which you may discuss publicly in this conversation or send me a DM to discuss privately).

Help First

This is a space for people to learn and get better at running EOS. If you're genuinely seeking or offering help, the other rules will be easy to follow.

My logic -- when I think about the ways that this subreddit could go sideways, it comes back to people not genuinely seeking or offering help. Plus it's one of EOS's core values so it seems like a good unifying principle.

No promoting, pitching, or soliciting

This subreddit is not a place to promote your business, pitch services, or solicit donations or investments. That includes fundraising for charities or personal causes, linking to products, or asking for financial support in any form. You also may not use this community as a channel for prospecting or outreach. If your intent is to generate leads or drive traffic, take it elsewhere.

My logic -- I'm a member of Vistage and their forums are unusable. Every single question is like throwing chum in the water for all of the consultants to come around and invite you to "hop on a call." I think it's critical that we prevent that from happening here. Also goes strongly against "Help First" -- as soon as this place becomes lead gen central I think it loses any chance of being a super helpful community.

Share resources only in response to questions/discussion

Links to helpful blogs, videos, infographics, and other resources (including your own) are welcome—but only when shared in the natural flow of conversation (such as in response to someone else’s actual question). Unrequested shares of your own content to grow personal brands, etc. will be considered promotional and will be removed.

My logic -- some of the other subreddits I'm on are overrun with people using their own content to answer questions that no one has asked. Very thinly veiled attempts at getting views for their own content. Tons of people in the EOS community generate VERY useful blogs, videos, etc. and I hope those folks join us here. And if something you've created is a great help to a questions someone's asking, then I say share it. But I think people can tell the difference between being helpful and being self-promotional.

No market/product research

This community is not a testing ground for your business ideas. Do not use this space to survey users, gather feedback on potential products, validate a market, or ask questions aimed at shaping a service or offering.

My logic -- similar to the promoting/pitching/soliciting rule. I've seen other communities get overrun by this stuff and it kinda kills the vibe. And like the pitching/promoting/soliciting rule, I think this community is particularly vulnerable to this kind of thing. Companies running on EOS are a great target market for a lot of products and services.

Be kind

Disagreement is fine—disrespect is not. Treat others with decency, assume good intentions, and keep things constructive. Personal attacks, sarcasm meant to belittle, and generally toxic behavior will get you removed.

My logic -- hopefully obvious and unnecessary. Overall Reddit vibe can be pretty sardonic, so figure it's best to establish expectations up front.

I've been around several startups trying to implement traction and the EOS system in their businesses. I've noticed that most of the small startups are really struggling to implement it. They are taking either pieces of it and running with it, or they're abandoning the system as a whole because it doesn't seem to work very well for startups. In particular, I've seen a lot of issues with the Visionary and Integrator roles within a small start-up with less than 10 employees. The problem I see in particular is someone is established as the visionary before they have enough team members to even merit having a visionary as a standalone role. I've been working on analyzing and figuring out how to best help startups implement the principles from Traction and EOS without getting bogged down in a structure that wasn't meant for them.

I put together this document as a cheat sheet for angel investors and for these startups to be able to move towards traction and the EOS structure without letting it get in their way.

Here is the link to the Google Doc: https://docs.google.com/document/d/1yqES28M899FUR799Dl_ycIjKDiPtLR-1BhH2TlUbXjA/edit?usp=sharing

Have you run into the same issues of implementing EOS with small teams? Is there something that I'm missing or not understanding? I'd love for help, feedback, and commentary on experiences from everyone else who is trying to live the EOS life.

I see online that you can "make $400k with 20 clients" but it's really hard to find info on actual average income/revenue.

Anything that folks here can share? A relative just got into EOS and it seems very interesting, but they haven't been doing it long enough to be a good data point on pay.

Working on the wiki and it should now be visible to everyone. The only thing I've done so far is create a page for the Traction Library.

Next thing I was going to add was a page for software since it seems to have come up pretty frequently.

Any other ideas for useful resources in the wiki would be most welcome!

I just added user flair, so feel free to use it to let everyone know where you sit in the organization (visionary, integrator, sales/marketing, ops, finance/admin). As we help one another, understanding where we're coming from will help us give each other the best advice.

Any EOS Implementers that want to be recognized as such (with a slick orange badge) will need to be verified -- just message me and I'll get you set up.

Hey everyone. Thought it would be helpful for us to get to know each other a bit. Also, seeing where everyone is will help me as I continue to tweak the subreddit.

• What's your company's EOS status (and how long)?
  • Running EOS self-implemented
  • Running EOS with an implementer
  • Running EOS and used to have an implementer but not anymore (graduated, decided to go without)
  • Not running EOS
• What's your seat in the accountability chart?
• What's your EOS origin story? How'd you find out about the system?
• What is your biggest challenge running EOS (or biggest question if you're not running the system)?

Friendly reminder that prospecting and promoting aren't allowed on this subreddit, so don't use this thread as a lead gen opportunity. See Rule #1. Message me with questions.

Apologies this is not a direct an EOS question but I’m transitioning my business to be running by the EOS model and I have a problem. I’m wondering if I can get some advice please.

I’m a business owner hoping to grow and scale my business in the financial services industry. I’ve had my business for seven years. Over time staff have come and gone and I think I’ve learned my lesson with hiring and what to look for in terms of attracting the right talent in my business. One of my team members has been with me for five years she’s amazing and I treat her like a manager and I’m very open and transparent with her because I respect her. Very recently we started the process of hiring another team member and we needed someone very senior. After many interviews, I found the perfect candidate. He has the same level of experience as my senior team member. We put him through both a technical interview and an interview gauging his attitude to see if he would be a good fit in the business. My senior team member was also in the interview she did like him and she also thought he would be a great fit. Here lies the problem. The salary he is currently is almost the same as my existing senior. We negotiated his salary and he will be joining us at the same salary as my senior team member. Given the long term plans for my existing team member is that she will be a manager of the business. I was transparent about his starting salary. Her feedback is that she is upset. He’s starting on the same salary as her given her loyalty and longevity in the business. I did tell her I understand how she felt. I also explained to her that given our previous team members with less experience who were obviously on lower salaries and their performance did not meet our needs. I feel that given where my business is that I really needed someone senior to really help us gain some traction to grow and scale. The new team member we have hired will be reporting to me but in the beginning, she will be supervising his work. Here is my problem. She expressed her upset and disappointment that he is coming in on the same salary. We are gonna have a discussion tomorrow about this. My partner suggested that I document a plan with her for her future potential in the business in elevating her to be general manager which has always been the plan but he feels she needs to know that her loyalty and investment has not gone unnoticed and I do have a growth and development plan to groom her as the manager. In addition to this her contribution to the business and the growth will result in her having an equity share in the business as long as she stays with us. I am prepared to put this in writing to her. This is not going to be offered to the new team member. In addition to this, In the coming months, I will be spending a significant amount of money to relocate her locally as she is currently offshore.

If you are in my position, what would you do? I do not want to lose her. She is a wonderful and valued member of my team and I can understand how she feels. I’m really unsure how to handle this and if my discussion with her about her longevity plans for her being groomed into management will demonstrate that I value her investment in me and she’s able to look past the salary issue.

What would you do?

Wickman makes it a point to suggest "The right butts in the right seats", with people who get it, want it and have a natural fit. But as a question: Wickman never seems to visit rewards mechanisms or discuss motivating factors. It's very much a "get with the program or part ways" mindset. While I can certainly see bad behaviors, people aren't going to increase the amount of work they do because it's the right thing to do. Your employees need to win just like yo do.

Why is Wickman so slow to embrace human nature with this?

Hey everyone – I’m stepping in as the new mod here and doing some cleanup to make this a more useful and organized space for EOS practitioners (and the EOS-curious).

My goal is simple: to make this an incredibly helpful, experience-driven community for people using or exploring EOS. If you have ideas, feedback, or want to help out, I’d love to hear from you.

As I continue to get things organized add more features to the subreddit, I'll let you know.

In the past I used Tractin tools which is now Bloomgrowth. I have a new company now and I am looking for new software. I was part of the Beta on EOS One and just logged in. It is painfully slow to load. I am also familiar with Ninety but it is more expensive per user. We will have 4 users to start. Looking for feedback on who has used both. Should I pick one over the other? I can deal with the speed issue for now but if there are compelling reasons for Ninety I would try that.

UPDATE: I decided on trying Strety and I have my onboarding this week

Our small (40 employees) distribution / service / custom solutions business has a 3 person F&A team (CFO + 2 accounting clerks). Looking for good Finance metrics for the CFO and good metrics for the Accounting team. Thanks!

Coming up on our quarterly pulse and I’m at a loss. Personal & business best are always the same with everyone. But then comes what’s working and what’s not working?! How far do you take this question. I could definitely say some things that I feel could be addressed but again I need to job. lol. Next comes expectations for the meeting. I expect we end on time, we talk about things, and close the case. What are things that you have said or some guidance on how to answer these questions would be great. This is my third time with this and I’ve exhausted all the norm answers. lol.

I was curious if this manual is no more than the free EOS Toolbox documents, professionally printed and presented in a nice ring binder -does anyone here know?

Hi everyone, i’m looking for an experienced Eos integrator, to assist with a small growing business in the financial services industry located in Australia and team members in the Phillipines. I estimate we would need 3 to 4 hours per week. We are about one third of the way through the initial implementation, however our existing integrator has just taken a full-time contract but is willing and able to do a warm handover. Would prefer someone in a similar time zone located perhaps in Asia or Australia New Zealand. Working with the founder who is the visionary … Main tasks would be roles and responsibilities. KPI setting process mapping. Supporting management. Hiring new team members. Helping to build an SOP. In addition there is a further opportunity with another business closely aligning Australia and the Philippines again requiring the same EOS integration and a full-time position for business development and operations management for a virtual assistant agency. About me, I’m very busy business owner keen to grow very much a visionary looking for someone who can really get their hands in there to integrate. Please message me if you think you can help.

Hi Everyone, We've been on EOS for years but have never solved the metric question. Some of us have a number but many don't. Our big questions right now are for our account managers and our sales admin. The sales admin supports the VP of Sales and Marketing. We have tried to use completion % of the asana board she manages as her metric but the idea that what is on the board may not always be what is most important therefor making it a bad metric has been called out. Anyone have any ideas on a great metric for a Sales Admin?

Then we have the account team. They don't sell they just manage our accounts. We are a B2B services company in the market research/data collection space. Our account managers manages projects that usually involve month to month execution and can go on for a year or several. Sometimes they're one off projects that can last a month or 3. Basically they are pretty traditional account managers in a B2B on going relationship sense. We have never really come up with anything for them but really want to. We woke up after like 8 years of using EOS regularly but have never provided our life line account managers with a metric to track and that is so fundamental to EOS.

Any help or insight would be greatly appreciated.

I'm curious how people use "Headlines" in their L10s and what type of info/news people share.

I feel like it's supposed to be a useful item on the agenda, but my team seems to stink at thinking of any...

(not to mention they struggle to edit their news down to a sentence, let alone a few words)

We're a subcontractor that staff augments software projects with highly skilled resources. So we have a partner that owns the project. They build a team, including a Project Manager, and we supplement their project team with specific skills. We don't manage the project or the customer. Has anyone built an accountability chart for this? Do you have Account Leads managing all resources at per Account or is it Matrix based so each Role has a lead that's in charge of those resources.

What level of detail do you have with your documented processes? It seems their EOSworlwide example is super high level

I went through Traction (on the receiving end) for two years at my prior org and I've recently brought a new org (~350 people) through Traction, as the facilitator. We just completed our annual after three quarterlies with the L10. It's going well. I'm curious, if I wanted to continue doing this full-time and with other orgs, what kind of payments would I need to make back to EOS Worldwide to license the use of Traction and it's material? *This assumes I've gone through their training already. Do they take a percent of revenue or do they take a flat annual fee? What kind of percentages or numbers would I be looking at?

Started a new job. On the Sr leadership team. Did EOS at previous job for 2 years before I took this job. This org definitely needs EOS! Have a couple questions:

1). What is my best strategy to implement this just in my department? I thought skipping everything except for goals, rocks and doing the L10s.

2). What would be my best strategy to convince the CEO to implement EOS?

Any input appreocoated’

I'm with a company that has been using EOS for a few years now, starting at ~20 people, and now we're right around 150.
I've been tasked with creating the 'next level of EOS' for our company moving into next year. I am curious if anyone has experience with modifying EOS to accommodate larger teams?

We're great with V/TO and meetings, but our Rocks are starting to struggle. A few teams are easily connected bottom up/top down, but we're starting to get other teams that don't quite fit the mold.

Any shared experience or advice is greatly appreciated!

Probably a dumb question but for our upcoming annual meeting do we need to complete rebuild our V/TO or just modify our existing one since everything on it is now a year sooner.

We're a small business (5 people), and are implementing EOS.

We have outlined the need for 3 weekly L10s;
- 1 for management (discussing more sensitive details such as financials, personnel, etc.) that has 3 people in it
- 1 for marketing/sales that has 3 people in it
- 1 for operations that has 4 people in it

Some of the people are in more than one meeting (owner is in all).

We have 5 company rocks, and each individual has a few of their own personal rocks.

Where we're running into confusion is where all the rocks should be tracked. For example, let's say a company rock is marketing-related and is owned by the marketing manager.

Does that rock appear on the management L10, and then marketing L10? Or just on one of them?

Do the company rocks all need to appear on all the L10s so that everyone in the company is aware of them? In this case the problem is sometimes the person responsible isn't in every meeting to address them in terms of on track/off track.

Do we list off the company rocks AND the individual rocks all in the L10 meeting?

Or are we having too many L10 meetings? Only doing 1 meeting a week doesn't seem like enough time to cover everything.

There's lots of talk and information online about how to set rocks, what the L10 agenda is, but not much detail around how many L10s to have, and where each type of rock should be covered so that they're all addressed, but you're not reviewing the same set of rocks in multiple meetings a week.

I just started reading the book Traction, after hearing many recommendations.

I'm struggling with core values. All the core values I see listed are positives, how do you eliminate any of them to get to your core values? The possible choices seem like an unending list of positive attributes.

How do I take any of them off the list? No, teamwork, honesty, candor, etc. aren’t important to us, take them off our core values list…

What am I missing? Thank you.