YYYY Vision & Rocks · EOS Execution System

01

Q1-Rocks Discussion

1 step

1
90-Day Plan (Quarterly Rocks)

Read the full text

1. 90-Day Plan (Quarterly Rocks)

1. Start at the top: theme and critical number.

Before any rocks, name the one number that would tell you the quarter succeeded (revenue, activation rate, churn, cash — whatever is the real constraint right now). Then give the quarter a short theme, a rallying phrase people remember. If you can't name a single critical number, the team isn't aligned yet — resolve that first.

2. Choose 3–6 rocks — and guard the number.

Rocks are the handful of priorities that, if achieved, make the quarter a win. The discipline is subtraction: the power comes from what you leave off. Three focused rocks beat six half-done ones. If everything is a priority, nothing is.

3. Make every rock measurable and owned.

•What — a clear outcome, not an activity. "Launch self-serve onboarding," not "work on onboarding."

•KPI / Measurable — a number and a target, so done is unambiguous. If you can't measure it, reword it until you can.

•Who — exactly one accountable owner per rock. They don't do all the work, but the buck stops with them. Shared ownership is no ownership.

4. Break rocks into the WWW action list.

For each rock, write the next concrete actions as What · Who · When. Keep them small — a week or two of work each — so momentum is visible. Tag each action to its rock (e.g. "R2:") so the link between daily work and the quarter's priorities stays obvious. This is where strategy becomes execution.

5. Set the meeting rhythm.

Cadence is what keeps rocks from drifting. A quick daily huddle surfaces blockers, a weekly meeting reviews the WWW actions, and a monthly review checks rock progress against the critical number. The plan is only as good as the rhythm that maintains it. NOT all have to be meetings. Consider async alternatives.

How to think about it to succeed

1.Focus is the whole game. The value of this tool isn't the list — it's everything you decided not to do this quarter. Protect the short list ruthlessly; new "urgent" things go on next quarter's board, not this one.

2.Outcomes over activity. A rock is something you either hit or missed, measured by a number. If a rock can be "sort of" done, it's written as an activity — rewrite it as a result.

3.Make it visible and rhythmic. Priorities die in silence. A plan reviewed every week in a standing rhythm gets done; a plan filed away does not. Keep it where the team sees it and touch it on schedule.

4.One throat to choke, per rock. Clear single ownership is the difference between a priority that moves and one that everyone assumes someone else is handling.

5.Close the loop. At quarter's end, score each rock done / not done against its measure — honestly. That scoring is what makes the next quarter's plan sharper, and it's the habit that compounds over time.

6.The through-line: fewer priorities, clearly measured, singly owned, executed on a rhythm. That's what separates a plan that ships from a wish list.

02

Q2-Rocks Discussion

1 step

1
90-Day Plan (Quarterly Rocks)

Read the full text

1. 90-Day Plan (Quarterly Rocks)

1. Start at the top: theme and critical number.

Before any rocks, name the one number that would tell you the quarter succeeded (revenue, activation rate, churn, cash — whatever is the real constraint right now). Then give the quarter a short theme, a rallying phrase people remember. If you can't name a single critical number, the team isn't aligned yet — resolve that first.

2. Choose 3–6 rocks — and guard the number.

Rocks are the handful of priorities that, if achieved, make the quarter a win. The discipline is subtraction: the power comes from what you leave off. Three focused rocks beat six half-done ones. If everything is a priority, nothing is.

3. Make every rock measurable and owned.

•What — a clear outcome, not an activity. "Launch self-serve onboarding," not "work on onboarding."

•KPI / Measurable — a number and a target, so done is unambiguous. If you can't measure it, reword it until you can.

•Who — exactly one accountable owner per rock. They don't do all the work, but the buck stops with them. Shared ownership is no ownership.

4. Break rocks into the WWW action list.

For each rock, write the next concrete actions as What · Who · When. Keep them small — a week or two of work each — so momentum is visible. Tag each action to its rock (e.g. "R2:") so the link between daily work and the quarter's priorities stays obvious. This is where strategy becomes execution.

5. Set the meeting rhythm.

Cadence is what keeps rocks from drifting. A quick daily huddle surfaces blockers, a weekly meeting reviews the WWW actions, and a monthly review checks rock progress against the critical number. The plan is only as good as the rhythm that maintains it. NOT all have to be meetings. Consider async alternatives.

How to think about it to succeed

1.Focus is the whole game. The value of this tool isn't the list — it's everything you decided not to do this quarter. Protect the short list ruthlessly; new "urgent" things go on next quarter's board, not this one.

2.Outcomes over activity. A rock is something you either hit or missed, measured by a number. If a rock can be "sort of" done, it's written as an activity — rewrite it as a result.

3.Make it visible and rhythmic. Priorities die in silence. A plan reviewed every week in a standing rhythm gets done; a plan filed away does not. Keep it where the team sees it and touch it on schedule.

4.One throat to choke, per rock. Clear single ownership is the difference between a priority that moves and one that everyone assumes someone else is handling.

5.Close the loop. At quarter's end, score each rock done / not done against its measure — honestly. That scoring is what makes the next quarter's plan sharper, and it's the habit that compounds over time.

6.The through-line: fewer priorities, clearly measured, singly owned, executed on a rhythm. That's what separates a plan that ships from a wish list.

03

Q3-Rocks Discussion

1 step

1
90-Day Plan (Quarterly Rocks)

Read the full text

1. 90-Day Plan (Quarterly Rocks)

1. Start at the top: theme and critical number.

Before any rocks, name the one number that would tell you the quarter succeeded (revenue, activation rate, churn, cash — whatever is the real constraint right now). Then give the quarter a short theme, a rallying phrase people remember. If you can't name a single critical number, the team isn't aligned yet — resolve that first.

2. Choose 3–6 rocks — and guard the number.

Rocks are the handful of priorities that, if achieved, make the quarter a win. The discipline is subtraction: the power comes from what you leave off. Three focused rocks beat six half-done ones. If everything is a priority, nothing is.

3. Make every rock measurable and owned.

•What — a clear outcome, not an activity. "Launch self-serve onboarding," not "work on onboarding."

•KPI / Measurable — a number and a target, so done is unambiguous. If you can't measure it, reword it until you can.

•Who — exactly one accountable owner per rock. They don't do all the work, but the buck stops with them. Shared ownership is no ownership.

4. Break rocks into the WWW action list.

For each rock, write the next concrete actions as What · Who · When. Keep them small — a week or two of work each — so momentum is visible. Tag each action to its rock (e.g. "R2:") so the link between daily work and the quarter's priorities stays obvious. This is where strategy becomes execution.

5. Set the meeting rhythm.

Cadence is what keeps rocks from drifting. A quick daily huddle surfaces blockers, a weekly meeting reviews the WWW actions, and a monthly review checks rock progress against the critical number. The plan is only as good as the rhythm that maintains it. NOT all have to be meetings. Consider async alternatives.

How to think about it to succeed

1.Focus is the whole game. The value of this tool isn't the list — it's everything you decided not to do this quarter. Protect the short list ruthlessly; new "urgent" things go on next quarter's board, not this one.

2.Outcomes over activity. A rock is something you either hit or missed, measured by a number. If a rock can be "sort of" done, it's written as an activity — rewrite it as a result.

3.Make it visible and rhythmic. Priorities die in silence. A plan reviewed every week in a standing rhythm gets done; a plan filed away does not. Keep it where the team sees it and touch it on schedule.

4.One throat to choke, per rock. Clear single ownership is the difference between a priority that moves and one that everyone assumes someone else is handling.

5.Close the loop. At quarter's end, score each rock done / not done against its measure — honestly. That scoring is what makes the next quarter's plan sharper, and it's the habit that compounds over time.

6.The through-line: fewer priorities, clearly measured, singly owned, executed on a rhythm. That's what separates a plan that ships from a wish list.

04

Q4-Rocks Discussion

1 step

1
90-Day Plan (Quarterly Rocks)

Read the full text

1. 90-Day Plan (Quarterly Rocks)

1. Start at the top: theme and critical number.

Before any rocks, name the one number that would tell you the quarter succeeded (revenue, activation rate, churn, cash — whatever is the real constraint right now). Then give the quarter a short theme, a rallying phrase people remember. If you can't name a single critical number, the team isn't aligned yet — resolve that first.

2. Choose 3–6 rocks — and guard the number.

Rocks are the handful of priorities that, if achieved, make the quarter a win. The discipline is subtraction: the power comes from what you leave off. Three focused rocks beat six half-done ones. If everything is a priority, nothing is.

3. Make every rock measurable and owned.

•What — a clear outcome, not an activity. "Launch self-serve onboarding," not "work on onboarding."

•KPI / Measurable — a number and a target, so done is unambiguous. If you can't measure it, reword it until you can.

•Who — exactly one accountable owner per rock. They don't do all the work, but the buck stops with them. Shared ownership is no ownership.

4. Break rocks into the WWW action list.

For each rock, write the next concrete actions as What · Who · When. Keep them small — a week or two of work each — so momentum is visible. Tag each action to its rock (e.g. "R2:") so the link between daily work and the quarter's priorities stays obvious. This is where strategy becomes execution.

5. Set the meeting rhythm.

Cadence is what keeps rocks from drifting. A quick daily huddle surfaces blockers, a weekly meeting reviews the WWW actions, and a monthly review checks rock progress against the critical number. The plan is only as good as the rhythm that maintains it. NOT all have to be meetings. Consider async alternatives.

How to think about it to succeed

1.Focus is the whole game. The value of this tool isn't the list — it's everything you decided not to do this quarter. Protect the short list ruthlessly; new "urgent" things go on next quarter's board, not this one.

2.Outcomes over activity. A rock is something you either hit or missed, measured by a number. If a rock can be "sort of" done, it's written as an activity — rewrite it as a result.

3.Make it visible and rhythmic. Priorities die in silence. A plan reviewed every week in a standing rhythm gets done; a plan filed away does not. Keep it where the team sees it and touch it on schedule.

4.One throat to choke, per rock. Clear single ownership is the difference between a priority that moves and one that everyone assumes someone else is handling.

5.Close the loop. At quarter's end, score each rock done / not done against its measure — honestly. That scoring is what makes the next quarter's plan sharper, and it's the habit that compounds over time.

6.The through-line: fewer priorities, clearly measured, singly owned, executed on a rhythm. That's what separates a plan that ships from a wish list.

05

Vision & Traction Discussion

7 steps

1
Silent brainstorm with sticky notes
2
Read aloud and cluster the notes
3
Core Values: who we are
4
Core Focus: why we exist and what we do best
5
From 10-Year Target to 3-Year Picture
6
Marketing Strategy: who we serve and why they pick us
7
Clean up, commit and capture

Read the full text

1. Silent brainstorm with sticky notes

Before anyone talks, everyone adds sticky notes in silence to every section of the board: 10-Year Target, 3-Year Picture, Core Values, Core Focus and Marketing Strategy. This way the loudest voice doesn't set the direction.

Tips: one idea per note, in a few words. Go for quantity, nothing is final yet. Give each person their own sticky colour.

2. Read aloud and cluster the notes

Section by section, each person reads their notes out loud in one sentence. No debating yet, only clarifying questions ("what do you mean by…?"). Then drag similar notes together and give each group a short label.

Tips: duplicates show where you already agree, so stack them instead of deleting them. Keep a parking lot at the edge of the board for good ideas that belong in another conversation.

3. Core Values: who we are

Core Values describe who you already are at your best, not who you wish to be. They guide who you hire, who you let go and how you decide when no one is watching.

How to find them

•Name 2–3 people you would clone tomorrow. What do they do that others don't? Write the behaviour, not the adjective.

•Think of someone who frustrated the whole team. What was missing? The opposite is often a value.

Formula for each value

•Value box: a short name in your own words, 2–5 words.

•What it means in practice: "We… [a behaviour you could spot in a normal week]".

Example

•Weak: Integrity

•Strong: Say it to their face → We raise problems directly with the person, in the meeting, not in the hallway after.

Test each value

•Would we hire, or let someone go, over this?

•Do we live it today, or is it a wish?

•Could any company say it? Then make it more specific.

Keep 3–7. If you get stuck, dot-vote with 3 votes per person and only discuss the top picks.

4. Core Focus: why we exist and what we do best

Core Focus is your filter for saying no. If an idea doesn't fit it, it's a distraction.

Purpose / Cause / Passion: why you exist beyond making money.

•Formula: "We exist to…"

•Keep asking "why does that matter?" until you reach something that would still be true if your product changed.

•Example: "We exist to help small businesses feel in control."

Niche: the one thing you do better than anyone.

•Formula: "We help [who] [get what result] by [how]."

•Example: "We help family-run bakeries sell online with a shop that's ready in one day."

Test: if a competitor could say the same Niche sentence, it isn't narrow enough yet. Name one thing it tells you to stop doing.

5. From 10-Year Target to 3-Year Picture

Mindset: work backwards. Start where you want to be in 10 years, then ask what must already be true in 3 years for you to be on the way.

10-Year Target: one goal, one number, one date.

•Formula: "By [year], we [reach number] [of what]."

•Example: "By 2036, 1,000 companies run their weekly meetings with us."

•Big enough to feel a little scary, clear enough that anyone can tell if you got there.

3-Year Picture: describe the company 3 years from now as if you are walking through it.

•1. Pick the date, e.g. 31 December 2029.

•2. Set the numbers: split the 10-year goal into checkpoints (year 3, 6, 10). The year-3 checkpoint gives you revenue, profit and one key number (clients, users, people).

•3. Describe what you see: 5–10 short lines about the team, customers, product, how work feels.

Write it in present tense: "We have 40 people", not "We want to grow the team". It makes it real and easy to check.

Example lines: "Revenue €5M, 15% profit" · "300 paying clients in Spain and Portugal" · "Clients get an answer in under 2 hours" · "The founders no longer run sales".

Test each line: does it move us toward the 10-Year Target? Does it fit our Core Focus? On that date, could we say yes or no?

6. Marketing Strategy: who we serve and why they pick us

Mindset: it's easier to win when you know exactly who you're talking to and why they should pick you.

Target Market: describe your ideal customer so clearly you could write a list of names.

•Formula: [type of company or person] + [size / location] + [the problem they feel] + [who decides]

•Weak: "SMEs". Strong: "Agencies of 10–50 people in Spain whose projects keep running late. The founder decides."

3 Uniques: exactly three reasons your ideal customer picks you.

•Write each one as what the customer gets, not what you have.

•Ask your 5 best customers "why did you choose us?" and use their words.

•Test: one competitor might match one of them, but nobody matches all three.

Proven Process: the steps every client goes through, each with a simple name (3–7 steps).

•Example: 1. Discover → 2. Plan → 3. Launch → 4. Review.

•Showing it builds trust because people can see what happens next.

Guarantee: a promise that removes the customer's biggest fear.

•Formula: "If [what they fear happens], we [what we do about it]."

•Example: "If you don't see results in 30 days, we keep working at no cost until you do."

•Only promise what you can keep every time.

Attachments: link the proof: client list, case studies, sales deck, Nova templates.

7. Clean up, commit and capture

Delete the notes that didn't make it, merge duplicates and rewrite the ones that stay as clear, final sentences a new hire would understand on day one. Then read the whole board out loud once: vague or contradicting parts are easier to hear than to see.

Commit: fist-to-five vote. Anything below 3 means there's still a conversation to have.

Capture: decisions, open questions and owners in Conclusions. Lock the final notes. Review the board every quarter and rework it once a year.

06

SWOT

7 steps

1
What external factors are affecting your business or the current situation?
2
Evaluate your Strengths
3
Evaluate your Weaknesses
4
Evaluate your Threats
5
Evaluate your Opportunities
6
Highlight key insights and findings from the board/discussion
7
Discuss new strategies and business opportunities based on your findings (Optional)

Read the full text

1. What external factors are affecting your business or the current situation?

Write a note

2. Evaluate your Strengths

👉 Strengths: Strengths are an internal factor of the product or services that provide an advantage over other products. They are normally considered as a competitive advantage. These kinds of features can be a product or business characteristic. Add one per sticky note, prioritize and add the top 3 or 4.

Work on the whiteboardSWOT

3. Evaluate your Weaknesses

👉 Weaknesses: Internal product or business factor that puts it at a disadvantage when the customer or stakeholders are competing for your product or business to other alternatives. Add one per sticky note, prioritize and add the top 3 or 4.

Work on the whiteboard

4. Evaluate your Threats

👉 Threats: External factors impacting or that can impact the product or business. This area is sometimes preventive and can focus on forecasting new technologies, policies, natural disasters, etc. Add one per sticky note, prioritize and add the top 3 or 4.

Work on the whiteboard

5. Evaluate your Opportunities

👉 Opportunities: Opportunities are external to the product or business and normally are related to partnerships and strategies. Some companies also add the strategies that are currently in consideration in this section. Add one per sticky note, prioritize and add the top 3 or 4.

Work on the whiteboard

6. Highlight key insights and findings from the board/discussion

Briefly identify the key insights from this discussion and explore their importance in defining a winning strategy in the current market. Focus on whether to reinforce strengths to further differentiate from competitors, address weaknesses, or capitalize on emerging opportunities. Be brief.

Write a note

7. Discuss new strategies and business opportunities based on your findings (Optional)

Create a 1–2 page document outlining top opportunities, strengths to leverage and communicate, areas for improvement, and weaknesses.

Define the tactics and strategies needed to win based on these insights, and evaluate the following strategic approaches:

•Attack Strategies

•Avoid Strategies

•Reinforce Strategies

•New Market Opportunities

Work on the whiteboardSWOT

SWOT

01
DEFINE YOUR SITUATION
This is a sticky note.
Strengths are an internal factor of the product or services that provides an advantage over other products. They are normally considered as a competitive advantage. These kinds of features can be a product or business characteristic.
Internal product or business factor that puts it at a disadvantage when the customer or stakeholders are competing for your product or business to other alternatives.
This is a sticky note.
02
EXTERNAL FACTORS AFFECTING YOUR BUSINESS OR SOLUTION.
Opportunities are external to the product or business and normally are related to partnerships and strategies. Some companies also add the strategies that are currently in consideration in this section.
External factors impacting or that can impact the product or business. This area is sometimes preventive and can focus on forecasting new technologies, policies, natural disasters, etc

07

1-Year Plan

7 steps

1
Check in and set the goal (5 min)
2
Start from the 3-Year Picture (10 min)
3
Set the financial targets (10 min)
4
Pick this year's Must-Wins (30 min)
5
Brainstorm next quarter's Rocks (20 min)
6
Discuss and choose the focus (20 min)
7
Close and capture (5 min)

Read the full text

1. Check in and set the goal (5 min)

Today's goal: agree on the 1-Year Plan and leave with a short list of candidate Rocks for next quarter, each with an owner. The final Rock decision happens in the next session.

Check-in: one word each. How confident are you about next year?

Mindset: this plan is a filter. Anything that doesn't serve it waits.

2. Start from the 3-Year Picture (10 min)

The 1-Year Plan is year one of the 3-Year Picture. Start there, not with this year's to-do list.

•Read it out loud. If it's empty, write 5 short lines of what's true in 3 years: revenue, clients, team, product.

•Then ask: "If we're on track for this picture, what must be true by 31 December?"

Don't: rewrite the 3-Year Picture today. Put doubts in a parking lot and keep going.

3. Set the financial targets (10 min)

Fill in Revenue, Profit / Margin, Cash / Runway and one Measurable.

•Rough math: today's number + the part of the 3-year gap you can close this year. Example: €400K today, €2M in 3 years → about €800K this year.

•Measurable: the one number that best shows if the business is healthy, e.g. paying clients or active users.

•Use exact numbers, not ranges.

Don't: turn this into a budget. The budget is what you spend; this is the scoreboard.

4. Pick this year's Must-Wins (30 min)

The handful of outcomes that must be true by year-end.

•5 min in silence: everyone writes candidates on sticky notes.

•Share, merge duplicates, dot-vote (3 votes each).

•Keep 3–7, closer to 3. Ten goals is zero goals.

Formula: [action] + [specific result] + [number or clear finish line]

•Weak: "Grow revenue" · "Improve operations" · "Hire great people"

•Strong: "Reach €1M in yearly recurring revenue" · "Hire and onboard a Head of Sales" · "Launch the mobile app with 500 active users"

Test each one: on 31 December, can we answer yes or no? Does it move the 3-Year Picture forward? If we only hit these, would the year still be a win?

Don't: list ongoing work like "keep clients happy". If it never ends, it's a weekly number to track, not a goal.

5. Brainstorm next quarter's Rocks (20 min)

A Rock is a 90-day priority with one owner and a clear finish line.

•For each Must-Win ask: "What has to be done in the next 90 days so we stay on track?"

•One idea per Rock card: owner – the one priority.

•Formula: [who] will [finish what] by [date]. Example: "Laura – sign 10 new clients through partners by 31 March."

•Don't filter yet. Use all 10 cards if you need them.

Rule of thumb: less than a week of work is a to-do; never-ending work is a job. A Rock sits in between.

Don't: write tasks ("call Juan") or vague areas ("do marketing").

6. Discuss and choose the focus (20 min)

Go card by card and ask:

•Which Must-Win does it move? None → park it.

•Can it be done in 90 days? No → split it.

•Does the owner have room? 1–3 Rocks per person, max.

Merge similar cards and mark the 3–7 strongest as candidates. Each owner says out loud what they commit to.

Mental model: "If we only finish 3 of these, which 3 matter most?" If everything is a priority, nothing is.

Don't: lock the final list today. Let it rest and decide in the next session with fresh eyes.

7. Close and capture (5 min)

•Write the chosen focus and each owner's commitment in Conclusions.

•Book the next session to decide the final Rocks.

•Agree to review the 1-Year Plan every quarter.

Don't: change this year's goals mid-year. Revenue and profit can be adjusted if something big changes, but the goals stay.

08

Q1-L10 Meeting

12 steps

1
👋 Segue · Good news
2
📊 Update: Scorecard
3
📊 Scorecard
4
🪨 Rock: [Rock 1] - assigned owner
5
🪨 Rock: [Rock 2] - assigned owner
6
🪨 Rock: [Rock 3] - - assigned owner
7
📣 Customer & Employee Headlines
8
☑️ To-Do Review
9
🧩 IDS · Issues List
10
📌 Decisions Log
11
📝 New To-Dos
12
🏁 Conclude · Rate the meeting

Read the full text

1. 👋 Segue · Good news

⏱ 5 min · Start the meeting on a good note before getting into the numbers.

Each person shares one personal and one professional good news from the past week, one sentence each.

👉 Go around the table so nobody is skipped, and post your two wins as one note so they stay in the meeting record.

👉 Example: "Personal: ran my first 10K. Professional: we closed the onboarding hire."

React 👍 once you've read everyone's.

Add notes

2. 📊 Update: Scorecard

⏱ 3 min · Report the numbers, don't discuss them. Keep a shared copy using your Drive so that the team can all access and update this file.

Upload files or add links

3. 📊 Scorecard

⏱ 5 min · Report the numbers, don't discuss them.

Each measurable owner reads last week's number against its goal and calls it on track or off track, one note per measurable.

👉 Format: [Measurable] · Goal [x] · Actual [y] · ✅ On track / 🔥 Off track

👉 Anything off track goes straight onto the Issues List further down. The conversation happens there, not here.

👉 If you catch yourself explaining a miss, stop and write it as an issue instead.

React 🔥 on any number that worries you so it gets priority in IDS.

Add notes

4. 🪨 Rock: [Rock 1] - assigned owner

⏱ Rock review, 5 min in total · One step per Rock. Duplicate this step for each Rock this quarter, name it after the Rock and assign the Rock's owner to the step.

The assigned owner picks one answer: will this Rock be done by the end of the quarter?

👉 On track = it will be done on time. Off track = it's at risk or behind.

👉 No in-between and no story. If it's off track, the assigned owner adds it to the Issues List and the team solves it there.

👉 Use the comment for one line of context only when something changed since last week.

Choose one

✅ On track
🔥 Off track

5. 🪨 Rock: [Rock 2] - assigned owner

⏱ Rock review, 5 min in total · One step per Rock. Duplicate this step for each Rock this quarter, name it after the Rock and assign the Rock's owner to the step.

The assigned owner picks one answer: will this Rock be done by the end of the quarter?

👉 On track = it will be done on time. Off track = it's at risk or behind.

👉 No in-between and no story. If it's off track, the assigned owner adds it to the Issues List and the team solves it there.

👉 Use the comment for one line of context only when something changed since last week.

Choose one

✅ On track
🔥 Off track

6. 🪨 Rock: [Rock 3] - - assigned owner

⏱ Rock review, 5 min in total · One step per Rock. Duplicate this step for each Rock this quarter, name it after the Rock and assign the Rock's owner to the step.

The assigned owner picks one answer: will this Rock be done by the end of the quarter?

👉 On track = it will be done on time. Off track = it's at risk or behind.

👉 No in-between and no story. If it's off track, the assigned owner adds it to the Issues List and the team solves it there.

👉 Use the comment for one line of context only when something changed since last week.

Choose one

✅ On track
🔥 Off track

7. 📣 Customer & Employee Headlines

⏱ 5 min · Short news about customers and the team that everyone should know.

One note per headline, one sentence each. Good and bad news both count.

👉 Customer: "Client X renewed for two years." · Employee: "Marta starts on the support team Monday."

👉 Headlines inform, they don't open a discussion. If one needs a conversation, add it to the Issues List.

React 👍 once you've read them all.

Add notes

8. ☑️ To-Do Review

⏱ 5 min · Last week's To-Dos, done or not done.

The To-Dos from the previous L10 are listed below with their owners. Each owner says "done" or "not done" and ticks the task. Nothing else.

👉 A To-Do is a 7-day commitment. Aim for 90% done every week/month

👉 Not done? The owner either keeps it one more week with a new date, or it goes to the Issues List if something is blocking it.

👉 If the same To-Do slips twice, it's an issue, not a To-Do.

Add tasks

9. 🧩 IDS · Issues List

⏱ 60 min · Identify, Discuss, Solve. This is where the meeting earns its time.

Add every issue as its own note: off-track numbers and Rocks, headlines that need a conversation, slipped To-Dos, and anything else on your mind.

1️⃣ Prioritize: everyone reacts 🔥 on the issues that matter most. Pick the top 3 and work them in order.

2️⃣ Identify: whoever raised it states the real issue in one or two sentences. Keep asking "why?" until you reach the root cause, not the symptom.

3️⃣ Discuss: everyone says what they think, once. When people start repeating themselves, move on.

4️⃣ Solve: agree on the solution and log it in the Decisions Log step. If it needs action, add a To-Do with an owner in New To-Dos.

👉 Finish one issue before starting the next. Three issues solved beat ten discussed.

👉 Example: "Onboarding calls start late." Root cause: nobody owns scheduling. Solution: Sales Ops owns it from Monday.

👉 Issues you don't reach carry over to next week's list.

Add notes

10. 📌 Decisions Log

⏱ During IDS · One note per decision, posted the moment it's made.

Every note is stamped with who posted it and when, so this step becomes the running record of what the leadership team decided, week after week.

👉 Format: Issue → Decision → Owner → By when

👉 Example: Onboarding calls start late → Sales Ops owns scheduling → [Owner] → Monday

👉 Write it so someone who missed the meeting understands it without asking.

React 👍 to confirm you agree with how a decision is worded.

Add notes

11. 📝 New To-Dos

⏱ During IDS · Every action that comes out of a decision becomes a To-Do here.

Add each To-Do with one owner and a due date within 7 days. These are the To-Dos the team reviews at the start of next week's L10.

👉 Start with a verb: "Send the revised offer to Client X", not "Client X offer".

👉 One owner per To-Do. If two people share it, nobody owns it.

👉 If it will take longer than a week, it's a Rock or an issue, not a To-Do.

Add tasks

12. 🏁 Conclude · Rate the meeting

⏱ 5 min · Close the loop before anyone leaves.

1️⃣ Recap the To-Dos: the facilitator reads New To-Dos aloud and each owner confirms theirs.

2️⃣ Cascading messages: what from today does the rest of the company need to hear, who tells them, and by when? Add each one as a To-Do.

3️⃣ Rate the meeting from 1 to 10. Everyone votes on their own, without discussing.

👉 Anyone who rates below 8 says in one sentence what would make it a 10, as a comment.

👉 Start and end on time. A great L10 averages 8 or more.

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Q2-L10 Meeting

12 steps

1
👋 Segue · Good news
2
📊 Update: Scorecard
3
📊 Scorecard
4
🪨 Rock: [Rock 1] - assigned owner
5
🪨 Rock: [Rock 2] - assigned owner
6
🪨 Rock: [Rock 3] - - assigned owner
7
📣 Customer & Employee Headlines
8
☑️ To-Do Review
9
🧩 IDS · Issues List
10
📌 Decisions Log
11
📝 New To-Dos
12
🏁 Conclude · Rate the meeting

Read the full text

1. 👋 Segue · Good news

⏱ 5 min · Start the meeting on a good note before getting into the numbers.

Each person shares one personal and one professional good news from the past week, one sentence each.

👉 Go around the table so nobody is skipped, and post your two wins as one note so they stay in the meeting record.

👉 Example: "Personal: ran my first 10K. Professional: we closed the onboarding hire."

React 👍 once you've read everyone's.

Add notes

2. 📊 Update: Scorecard

⏱ 3 min · Report the numbers, don't discuss them. Keep a shared copy using your Drive so that the team can all access and update this file.

Upload files or add links

3. 📊 Scorecard

⏱ 5 min · Report the numbers, don't discuss them.

Each measurable owner reads last week's number against its goal and calls it on track or off track, one note per measurable.

👉 Format: [Measurable] · Goal [x] · Actual [y] · ✅ On track / 🔥 Off track

👉 Anything off track goes straight onto the Issues List further down. The conversation happens there, not here.

👉 If you catch yourself explaining a miss, stop and write it as an issue instead.

React 🔥 on any number that worries you so it gets priority in IDS.

Add notes

4. 🪨 Rock: [Rock 1] - assigned owner

⏱ Rock review, 5 min in total · One step per Rock. Duplicate this step for each Rock this quarter, name it after the Rock and assign the Rock's owner to the step.

The assigned owner picks one answer: will this Rock be done by the end of the quarter?

👉 On track = it will be done on time. Off track = it's at risk or behind.

👉 No in-between and no story. If it's off track, the assigned owner adds it to the Issues List and the team solves it there.

👉 Use the comment for one line of context only when something changed since last week.

Choose one

✅ On track
🔥 Off track

5. 🪨 Rock: [Rock 2] - assigned owner

⏱ Rock review, 5 min in total · One step per Rock. Duplicate this step for each Rock this quarter, name it after the Rock and assign the Rock's owner to the step.

The assigned owner picks one answer: will this Rock be done by the end of the quarter?

👉 On track = it will be done on time. Off track = it's at risk or behind.

👉 No in-between and no story. If it's off track, the assigned owner adds it to the Issues List and the team solves it there.

👉 Use the comment for one line of context only when something changed since last week.

Choose one

✅ On track
🔥 Off track

6. 🪨 Rock: [Rock 3] - - assigned owner

⏱ Rock review, 5 min in total · One step per Rock. Duplicate this step for each Rock this quarter, name it after the Rock and assign the Rock's owner to the step.

The assigned owner picks one answer: will this Rock be done by the end of the quarter?

👉 On track = it will be done on time. Off track = it's at risk or behind.

👉 No in-between and no story. If it's off track, the assigned owner adds it to the Issues List and the team solves it there.

👉 Use the comment for one line of context only when something changed since last week.

Choose one

✅ On track
🔥 Off track