Inside The 90™

In this episode, Jami and Andrew dig into two foundational components of the EOS Vision/Traction Organizer: the 10-year target and the 3-year picture. They explore why a compelling 10-year target must be visionary-led and bold enough to feel a little scary, why revenue alone rarely rallies a team, and how the 3-year picture serves as the critical bridge between long-term vision and day-to-day execution. Whether you're a founder just starting to cast vision or a seasoned leader revisiting your VTO, this episode is packed with practical insight on building a business by design rather than by default.Key Topics- Why the 10-year target must be owned and loved by the visionary.- The danger of fluffy or revenue-only 10-year targets and what to do instead.- How to make your 10-year target tangible enough for every team member to rally behind.- The role of the 3-year picture as the bridge between vision and the one-year plan.- Dan Sullivan's R-Factor Question and how it removes current context from planning.- Why teams should draft their 10-year target in pencil and revisit it every 90 days.- How connecting daily work to the VTO keeps teams motivated and aligned.- The cascade from 10-year target to 3-year picture to 1-year plan to 90-day rocks.Chapters0:00 - Welcome and episode intro.1:15 - What sparked the conversation: Andrew's Flywheel cohort for new founders.3:30 - Common challenges teams face when thinking long-term.6:00 - The two purposes of a 10-year target: alignment and rally.9:00 - Why revenue targets alone don't move people.12:30 - Jami's own 10-year target: activating 50 brands.15:00 - What makes a 10-year target go wrong (fluffy vs. tangible).18:00 - Why it takes a full year for teams to truly internalize the 10-year target.21:00 - The visionary's responsibility: bold buy-in and leading the charge.25:00 - Introducing the 3-year picture and why it often gets skipped.28:30 - Dan Sullivan's R-Factor Question and removing current context.33:00 - What a well-built 3-year picture looks and feels like.37:00 - Real-world example: recasting the 3-year picture in Slack every week.40:00 - How the 3-year picture sets up a better one-year plan.43:30 - Connecting rocks and daily work back to the big picture.46:00 - Key takeaways and close.Mentions & CreditsEOS (Entrepreneurial Operating System) - https://www.eosworldwide.comVTO (Vision/Traction Organizer) - https://www.eosworldwide.com/vtoDan Sullivan / Strategic Coach - https://www.strategiccoach.comJim Collins / Built to Last (BHAG concept) - https://www.jimcollins.com/concepts/bhag.html

In this episode of Inside the 90, Jami and Andrew continue their AI conversation by exploring how they use ChatGPT, custom GPTs, and AI-powered workflows in leadership, EOS implementation, coaching, and marketing. They discuss practical ways AI enhances conversations—not replaces them—while also diving into the future of SEO, Answer Engine Optimization (AEO), and what they call “vibe marketing.” The episode highlights how entrepreneurs and leaders can thoughtfully integrate AI into culture, communication, and strategy without losing the human element.Key Topics- Why this episode serves as Part 2 of the AI and vibe coding discussion.- Using custom GPTs for EOS coaching, leadership, and quarterly conversations.- How Kolbe and Working Genius data improve AI-assisted communication.- The difference between enhancing conversations vs. replacing conversations with AI.- AI as a tool for intentional leadership and management development.- The accidental cultural impact AI experimentation had inside Wonder.- SEO vs. AEO (Answer Engine Optimization) and how search behavior is changing.- “Vibe Marketing” and how AI is transforming copywriting and content creation.Chapters00:00 - Intro: Continuing the AI conversation from Part 1.03:00 - How Jami uses ChatGPT, Grok, and Gemini differently.07:00 - Creating custom GPTs for EOS coaching and leadership support.14:00 - Using Kolbe and Working Genius inside AI conversations.22:00 - Enhancing conversations vs. replacing conversations with AI.30:00 - Leadership, EOS, and using AI to improve quarterly conversations.38:00 - How AI experimentation impacted Wonder’s company culture.45:00 - Introducing “vibe marketing” and the shift in search behavior.52:00 - SEO vs. AEO (Answer Engine Optimization).59:00 - AI-assisted copywriting, brand voice, and FAQs.01:06:00 - Responsible AI governance and recommendations from Jeff Yelton.01:11:00 - Final thoughts on AI adoption and staying relevant.Mentions & CreditsGrok — https://grok.x.ai/Kolbe Corp — https://www.kolbe.com/Working Genius — https://www.workinggenius.com/EOS Worldwide — https://www.eosworldwide.com/Jeff Yelton — https://www.linkedin.com/in/jeffyelton/Wonder — https://workwithwonder.com/

In this episode of Inside the 90, Andrew talks about how to fix ineffective meetings and move from “ugly and bad” to better. The conversation breaks down why most meetings fail, lack of structure, purpose, and follow-through, and how implementing a consistent cadence, clear outcomes, and simple rules can dramatically improve productivity. Andrew and Jami highlight EOS meeting rhythms, practical scheduling tactics, and cultural habits that turn meetings into a powerful tool for alignment, accountability, and execution.Key Topics- Why most meetings fail and how poor structure leads to wasted time.- The importance of meeting cadence: annual, quarterly, and weekly (L10).- Difference between “working on” vs. “working in” the business meetings.- Why adding meetings initially can actually lead to fewer meetings long-term.- Practical rules: 15/45-minute meetings, no meetings on Fridays, and time buffers.- Setting clear meeting outcomes to improve efficiency and focus.- Using L10 principles across all meetings, including client meetings.- Building a meeting culture that prioritizes accountability and execution.Chapters00:00 - Intro: The “ugly, bad, and better” of meetings.02:00 - Why meetings matter and common frustrations teams face.05:00 - Root causes of bad meetings: no agenda, no structure, no outcomes.09:00 - EOS meeting cadence: annual, quarterly, and weekly L10s.14:00 - Working “on” vs. “in” the business meetings explained.20:00 - Why adding meetings can lead to fewer meetings over time.25:00 - Practical scheduling rules: 15/45-minute meetings and no Fridays.32:00 - Writing clear outcomes for every meeting.36:00 - Using L10 principles in all meetings (internal and external).42:00 - Creating meeting rhythms and accountability systems.48:00 - Closing the loop: buffers, to-dos, and meeting follow-through.52:00 - How to roll out better meeting practices across your organization.Mentions & CreditsDeath by Meeting by Patrick Lencioni — https://www.tablegroup.com/product/death-by-meeting/EOS Worldwide — https://www.eosworldwide.com/Level 10 Meeting (EOS) — https://www.eosworldwide.com/blog/level-10-meeting

In this episode of Inside the 90, Jami and Andrew unpack what it really means to “trust the process” when implementing EOS. They explain that EOS is fundamentally a change-management system, not just a set of tools, and that traction comes from committing to the process before you feel fully confident in it. The conversation covers the emotional cycle of change, why teams often hit a dip before EOS starts to click, and how leaders can use the meeting cadence and EOS tools to solve issues more objectively. They also explore how trusting the process creates freedom, removes bottlenecks, and helps a team build clarity, accountability, and momentum over time.Key Topics-Why “trust the process” in EOS really means trusting change management and committing before confidence shows up.-Dan Sullivan’s 4 C’s framework: Commitment, Courage, Capability, and Confidence.-Why EOS rollout starts with traction tools before vision tools.-The emotional dip teams hit during implementation and why consistency matters through it.-How EOS gives every issue a home through cadence, tools, and IDS.-Why objective tools reduce finger-pointing and improve decision-making.-How EOS can free up visionaries by removing them as the constant bottleneck.-Using AI as a helper to identify which EOS tool fits a specific issue.Chapters00:00 - Intro and why “trust the process” matters for teams implementing EOS.02:00 - EOS as change management, not just a business framework.04:00 - The 4 C’s: Commitment, Courage, Capability, and Confidence.07:00 - Why EOS starts with traction tools before vision tools.11:00 - Early EOS friction: learning L10s, rocks, scorecards, and issue solving.16:00 - Emotional cycle of change and pushing through the implementation dip.21:00 - Using EOS cadence to give every issue a proper place.27:00 - Fault the process, not the people: using tools to solve objectively.33:00 - Cash flow example and how the right EOS tool unlocked clarity.39:00 - How EOS creates freedom and reduces visionary bottlenecks.45:00 - Repeating issues, hard decisions, and building accountability.50:00 - Using AI to identify EOS tools and final thoughts on perfectible progress.Mentions & CreditsEOS Worldwide — https://www.eosworldwide.com/Traction by Gino Wickman — https://www.eosworldwide.com/traction-bookStrategic Coach — https://www.strategiccoach.com/Dan Sullivan — https://www.strategiccoach.com/coach/dan-sullivanThe 4 C’s Formula — https://www.strategiccoach.com/resources/quarterly-books/the-4-cs-formulaKolbe A Index — https://www.workwithwonder.com/store

In this episode of Inside the 90, Jami and Andrew welcome Cam Lawson to talk about networking that actually works—especially inside the EOS community. They contrast “busy networking” with relationship-building, share the “hive / queen bee” framework for finding the right communities, and emphasize leading with curiosity, generosity, and authenticity (not pitches). Practical tactics include going deep with fewer conversations, staying top-of-mind with genuine check-ins, building relationships in LinkedIn comments (not DMs), and making thoughtful introductions that help others win.Key Topics- Networking as relationship-building (not lead harvesting).- “Hive + queen bee” framework for finding your community.- Go-Giver mindset: give value first, don’t pitch.- Being “vibrant” vs. trying to sound smart.- Curiosity prompts that deepen conversations fast.- Staying top-of-mind through thoughtful follow-up.- LinkedIn networking: relationships in the comments, not the inbox.- Healthy automation vs. AI “connection” (and why it backfires).- In-person event strategy: depth over volume.- The art of making great introductions (and asking both parties first).Chapters00:00 - Welcome + Cam’s background in EOS and community-building.03:10 - The “hive” framework and why “queen bees” matter in networking.07:05 - One rule to live by: don’t network just to be busy; network with intention.10:15 - The Go-Giver approach: give first, avoid the pitchy coffee meeting.14:10 - “Be vibrant”: authenticity and doing what energizes you (golf, hikes, community).18:05 - LinkedIn: relationships in the comments, not the inbox; avoid AI spam.23:00 - In-person tactics: two deep conversations, memorable connection points, follow-ups.28:10 - The power of introductions + intro templates and “ask both sides first.”32:00 - Wrap-up + tease next episode (EOS ecosystem tools and support).Mentions & CreditsEntrepreneurial Operating System (EOS) — https://www.eosworldwide.com/EOS One (software mentioned as part of the EOS world) — https://eosone.com/The Go-Giver (book) — https://thegogiver.com/BizTrek Marketing Method (and “12 Triggers” mentioned in discussion) — https://biztrek.com/Wonder (marketing agency referenced) — https://www.workwithwonder.com/BITE7 (organizational health / engagement survey referenced) — https://www.bite7.com/

In this Inside the 90 rapid-fire episode, Jami and Andrew answer common EOS® questions from listeners. They cover how to properly use the Issues List beyond the leadership team, whether EOS works for a company of one, and what employees should expect when their organization starts EOS. Through practical examples and real-world experience, they break down how EOS creates clarity, traction, accountability, and healthier teams—whether you’re a solo founder or part of a growing organization.Key Topics- How to use the EOS Issues List effectively.- Encouraging teams to raise and track issues.- EOS for solo founders and early-stage businesses.- Using 90-day planning to avoid shiny object syndrome.- What employees should expect when EOS is introduced.- Vision, traction, and healthy team dynamics.- EOS as a framework for clarity and accountability.Chapters0:15 – Rapid-fire EOS questions intro.0:25 – Not seeing enough issues on the Issues List.0:45 – Educating teams on what belongs on the Issues List.1:53 – Solving issues during the week vs. saving them for L10s.3:10 – Using the Issues List to reduce unnecessary meetings.4:33 – Why every team member deserves a place to raise issues.4:54 – Can EOS work for a company of one?5:07 – Building Wonder on EOS from day one.5:28 – Defining a personal 10-year target as a founder.6:20 – Living in 90-day cycles to find product-market fit.7:42 – How EOS prevents shiny object syndrome.8:39 – Using EOS tools in personal and family life.9:31 – Why EOS is valuable even before hiring employees.10:35 – What to expect when your company starts EOS.11:48 – Why leadership teams implement EOS.12:33 – Vision, traction, and accountability explained.13:07 – EOS and building healthy, cohesive teams.14:01 – Culture, shared language, and community.15:39 – Advice to leaders on communicating EOS rollout.16:29 – Wrapping up rapid-fire questions.

This episode breaks down how to build and use EOS scorecards without overcomplicating them. The hosts explain where teams should start, how to choose meaningful metrics, and how scorecards drive clarity, accountability, and better decision-making. Through real-world examples, they show how simple, well-chosen measurables create alignment, surface issues early, and help leaders focus on what truly matters each week.Key Topics:- EOS scorecards and the five foundational EOS tools.- How to choose the right measurables.- Leading vs. lagging indicators. - Using scorecards in weekly Level 10 meetings.- Accountability and “everyone has a number”.- Avoiding over-automation and over-analysis.- Real-world examples of effective metrics.- Scorecards as a tool for alignment and clarity.Chapters:00:00 – Why scorecards are one of the hardest EOS tools to implement.03:45 – Where to start: building scorecards by organizational flow.08:30 – Choosing simple metrics and avoiding perfectionism.13:10 – What to do when data doesn’t exist yet.18:20 – How scorecards should be used in Level 10 meetings.24:00 – When a red metric becomes an issue to solve.29:15 – Avoiding bloated scorecards and focusing on what matters.34:40 – Connecting individual roles to scorecards (“everyone has a number”).41:10 – Creative and powerful real-world metric examples.49:30 – Scorecards, rocks, and weekly to-dos working together.56:20 – The “napkin test” for leadership scorecards.01:01:30 – Final takeaway: don’t overthink it—use the scorecard as designed.

In this episode, the hosts explore what it means to lead and live with an abundance mindset, especially in contrast to scarcity, fear, and control. Through personal stories, faith-based reflections, and entrepreneurial experiences, they unpack how abundance shows up in decision-making, team dynamics, competition, finances, and time. The discussion is rich with vulnerability, wisdom from past failures, and an evolving understanding of trust, curiosity, courage, and what it takes to let go of fear while leading with generosity. The conversation ultimately reveals how a culture of abundance within teams and communities can spark growth, trust, and meaningful collaboration.Key Topics:- Abundance vs. scarcity mindset in leadership.- Scarcity as fear; abundance as trust and faith.- Letting go of control, embracing curiosity.- Scarcity around time, money, and competition.- How faith and past trauma (e.g. 2008 financial crisis) affect mindset.- Shifting from protection to openness in business.- Building abundant communities and company cultures.- The role of courage in shifting to abundance.- Practical examples of abundance in hiring, planning, and collaboration.- Living "above the line": detaching from outcomes.Chapters:00:00 – Defining abundance: the opposite of fear and control.01:46 – Personal leadership lessons: father, husband, entrepreneur.03:00 – Scarcity in early-stage business: a victim mindset.05:45 – Scarcity in time and money, and helping others anyway.06:50 – True abundance: giving without expecting anything in return.09:03 – How fear of 2008 shaped mindset—and how it finally lifted.13:00 – Leading annual planning with a heart of abundance.15:14 – Quitting corporate to heal family: the leap into trust.16:22 – Curiosity vs. being right: letting go of control.18:00 – A heart change and rebuilding trust.20:00 – The ripple effect of abundance in community and co-working.22:01 – The power of abundant leadership teams.23:20 – Courage as the tipping point from scarcity to abundance.24:08 – Final reflections: letting go of “what’s in it for me”.

In this episode of Inside the 90, Jami and Andrew explore how to build and strengthen a healthy leadership team within an EOS-run organization. They break down why nearly every team experiences leadership turnover during implementation, the three phases of leadership team growth (forming, adjusting, maturing), and how accountability, structure, and shared ownership evolve throughout that journey. The conversation highlights key leadership principles such as “Team One vs. Team Two,” acting for the greater good, and using the accountability chart as a living tool to define clarity and alignment.Key Topics:- Why leadership team changes are natural when implementing EOS.- How to form and define the leadership team using the accountability chart.- The three phases of leadership team growth: forming, adjusting, and maturing.- Understanding “Team One vs. Team Two” and the greater good mindset.- Establishing leadership team charters and truisms for healthy dynamics.- Building vulnerability and trust to foster open and honest discussion.- Ensuring right people, right seats, and leadership team accountability.- How and when to make leadership team adjustments or transitions.- The importance of quarterly reviews to evaluate structure and roles.- Why leadership is about clarity, ownership, and timing, not titles.Chapters:0:00 – Introduction to leadership team development and why it matters.0:45 – The surprising stat: 80% of leadership teams change early in EOS.1:20 – Why leadership team turnover is a natural part of clarity and accountability.2:00 – The three phases of leadership team growth: forming, adjusting, maturing.2:25 – Using the accountability chart to build your leadership structure.3:10 – How the first EOS session defines and reshapes leadership roles.4:00 – Why the accountability chart becomes a living, evolving tool.4:30 – Defining the aura of leadership: responsibility beyond the role.5:10 – The “Team One vs. Team Two” mindset and why it’s essential.6:00 – The danger of prioritizing your department over the organization.6:35 – Building vulnerability-based trust on the leadership team.7:15 – The difference between guarding your team and serving the greater good.8:00 – Truisms of great teams: act with the greater good in mind.8:35 – The Doc Rivers principle: making decisions through the lens of winning.9:15 – How leadership maturity looks in practice—open, honest, and non-defensive.10:00 – Accountability: measuring results, scorecards, and leadership performance.10:40 – “Get it, want it, capacity” and wanting the betterment of the whole.11:10 – Adjusting and evolving your leadership team as the business grows.11:45 – Adding, splitting, or consolidating functions at the leadership level.12:10 – Leadership transitions: when stepping off isn’t a demotion.12:45 – The balance between promoting too early vs. waiting too long.13:20 – Why cultural alignment should come before leadership promotion.13:50 – Deciding leadership changes during quarterly reviews and IDS sessions.14:20 – How to assess structure by role and responsibility, not just names.14:50 – Closing reflections on leadership, clarity, and building lasting teams.

In this episode of Inside the 90, Jami and Andrew unpack one of the most common questions they hear as EOS Implementers: “Why do some teams fail to get traction with EOS?” Drawing from Andrew’s experience with over 50 leadership teams, they identify the top three reasons companies struggle — lack of health and openness as a team, not using EOS tools to solve issues, and failing to run on one unified operating system. Through real-life examples and practical advice, they explore how teams can build trust, use EOS tools to find clarity, and fully commit to one framework to achieve true vision, traction, and health.Key Topics:- Why some EOS teams fail to gain traction.- The difference between being smart and healthy as an organization.- Vulnerability-based trust and team candor.- Using EOS tools (VTO, Rocks, Scorecard, Accountability Chart, Meetings) to solve issues.- Aligning on one operating system across all teams.- Avoiding “halfway” EOS implementation.- Tips for diagnosing team challenges and regaining momentum.- EOS as a lifelong commitment, not a one-time event.Chapters:0:12 – Monday morning kickoff & clarity breaks.1:12 – The question that started it all: “Why do some EOS teams fail?”2:32 – Three main causes of EOS breakdowns.3:00 – Defining “Smart” vs. “Healthy” organizations.4:57 – Building trust and embracing vulnerability.6:24 – Why honesty and candor drive accountability.8:19 – The courage to speak up and simplify communication.8:50 – Challenge #2: Not using EOS tools to answer issues.9:19 – Foundational EOS tools: VTO, Rocks, Scorecard, Meetings, Accountability Chart.10:47 – Example: Sales-to-operations handoff issue.12:14 – Discovering the root cause using proven and core processes.13:39 – Using EOS tools to clarify, not complicate.15:28 – Tracking issues through the Scorecard and VTO.16:35 – Real story: Using the tools to find clarity.17:55 – How flagship teams use EOS tools for great traction.18:24 – Challenge #3: Running on multiple operating systems.19:23 – Aligning EOS with Agile, Lean, or other frameworks.21:42 – The “halfway” EOS problem: leadership only.23:29 – Top-down vision vs. bottom-up execution.24:21 – Getting buy-in beyond the leadership team.25:18 – How real teams embrace EOS company-wide.26:16 – Reflections on team feedback and culture magic.28:24 – When issues arise, the answers are in the tools.29:48 – How to use the IDS process effectively.31:16 – Diagnosing your team: three self-assessment questions.32:57 – EOS as a lifelong operating system, not an event.33:56 – Closing reflections and commitment to the process.

In this episode of Inside the 90, Jami and Andrew break down EOS (Entrepreneurial Operating System) — what it is, who it’s for, and how it transforms businesses. They explain EOS as a simple, proven framework that helps organizations gain clarity, accountability, and alignment across teams. The conversation is designed for people new to EOS, especially those wanting to introduce the concept to their company or leadership team. Listeners walk away with a clear understanding of EOS's core tools, structure, benefits, and the cultural shift it can bring to entrepreneurial organizations.Key Topics:- What is EOS, really?- Vision, Traction, Healthy: the three outcomes of EOS.- Six Key Components of any business.- Who EOS is for (10–250 employee companies).- The visionary and integrator roles.- What it feels like to “hit the ceiling”.- 90-day world and rhythms of execution.- The VTO (Vision/Traction Organizer).- Common EOS books: Traction, Get a Grip, Rocket Fuel.- How to implement EOS — and why it’s not bureaucracy.Chapters:0:00 – Welcome and setting the stage: "What is EOS?"1:30 – EOS defined: an operating system for business.4:15 – Language, structure, and community culture.6:00 – Why A-players want high accountability.8:20 – Who EOS is for: target company profiles.10:40 – Solving root-cause issues with six key components.13:00 – Misconceptions about EOS and industry fit.14:15 – The meaning of "entrepreneurial" in EOS.15:30 – Recommended books: Traction, Get a Grip.17:00 – What it means to hit a ceiling (and how to break through).19:50 – Visionary vs. integrator dynamic explained.23:10 – Building a 90-day cadence: “Inside the 90” explained.26:00 – Introducing the VTO: long-term vision clarity.28:00 – How employees can introduce EOS to leaders.30:20 – How to get started: implementer, software, or self.32:40 – Final encouragements and where to go next.

This episode is a deep dive into compartmentalization through the EOS (Entrepreneurial Operating System) framework, highlighting how leaders and teams can manage the chaos of day-to-day business by structuring goals, tasks, and issues into clearly defined categories. The speakers explore the importance of breaking down business priorities into four main components—goals, rocks, to-dos, and issues—and how this structure empowers clarity, ownership, and strategic execution. They also touch on the concept of Delegate and Elevate for personal productivity and leadership development.Mentioned Link: https://www.eosworldwide.com/compartmentalizeAdditional Information:https://www.youtube.com/watch?v=0G4qHw1PtSIKey Topics:- The four compartments in EOS: Goals, Rocks, To-Dos, Issues.- Structuring thinking and execution in a business setting.- The rhythm of annual and quarterly planning.- Using issues as the input funnel for prioritization.- Delegate and Elevate: empowering teams and avoiding burnout.- Benefits of structure: clarity, reduced anxiety and less drama.Chapters:00:00 – Introduction to compartmentalization in leadership.00:40 – Overview of EOS tools: Goals, Rocks, To-Dos, and Issues.02:30 – Setting one-year goals with a 10-year vision in mind.05:00 – Mapping goals to quarterly priorities (Rocks).06:36 – Weekly To-Dos and the power of consistent follow-up.08:18 – Short-term vs. long-term Issues: the intake funnel.10:00 – How issues transform into action, visibility, and engagement.12:00 – Personal life examples of compartmentalization.13:00 – The drama-reducing benefits of EOS structure.14:00 – Introduction to Delegate and Elevate.15:00 – Recommended EOS blog and YouTube video for visual learners.16:00 – Episode wrap-up and light-hearted outro.

This podcast episode is a deep dive into the mechanics, value, and structure of the Level 10 (L10) Meeting, a core component of the Entrepreneurial Operating System (EOS). The hosts break down not only how an L10 meeting functions but also why it's essential for maintaining strategic alignment, accountability, and consistent communication in a company. They cover everything from setting the tone with a “segue” to managing a live issues list, all with the goal of transforming low-value internal meetings into strategic sessions rated a "10" by participants.The episode emphasizes consistency, team vulnerability, and rhythm as critical elements of success. The conversation is energetic, filled with real-world examples and actionable tips, making it especially valuable for leaders adopting or optimizing EOS in their organizations.Key Topics:- Purpose and structure of Level 10 (L10) meetings.- Role of EOS (Entrepreneurial Operating System) in driving accountability.- Meeting cadence and rhythm as the heartbeat of an organization.- Practical walkthrough of the L10 agenda.- Building and managing a living issues list.- Tips for engagement, team health, and scaling L10s across departments.- Differentiating between measurables and metrics.- Handling resistance and fostering team vulnerability.Chapters:00:00 – Casual intro and transition from golf to business.00:28 – Introduction to the Level 10 (L10) meeting concept.01:30 – EOS Meeting Pulse and 90-day world overview.03:05 – The L10 as a “calm in the chaos” of business.04:50 – Consistency and rhythm: never skip L10s.06:00 – Anatomy of an L10: The fixed 90-minute agenda.08:00 – IDS (Identify, Discuss, Solve): Heart of the meeting.09:55 – How L10 meetings avoid bureaucracy and improve decisions.11:02 – Sucking the drama out of business through transparency.13:00 – The Segue: Strategic mindset shift and team health.14:52 – Scorecard breakdown and metrics tracking.17:07 – Rock Review: How to meaningfully assess 90-day goals.21:00 – Customer & Employee Headlines: More than just updates.26:00 – Accountability patterns and warning signs in early L10 stages.28:00 – Working through the issues list without becoming a victim to it.31:14 – IDS in depth: The “who-who-one-sentence” technique.35:00 – Running L10s in hybrid environments: Zoom and visibility.38:43 – Managing carryover issues, long-term lists, and solving scale.41:00 – Meeting conclusion steps: Recap, cascade, and rating.44:00 – Team trust and honesty in giving feedback.45:00 – Closing thoughts and tee-up for Part Two.