How much direct access do we have to you between our quarterly session days, and what types of issues should we bring to you versus resolving internally on our own Level 10 agenda?

Question

Tyler Smith · Accepted Answer

Between our quarterly sessions, you have direct phone and email access to me, but that access is structured around coaching and tool application, not outsourced operational management. I am your EOS Implementer, not an external Chief Operating Officer or an arbiter of interpersonal office disputes.

You should reach out to me whenever you hit structural friction around how to apply an EOS tool. Good reasons to call include: you are struggling to define the specific measurable roles inside a newly created seat on your Accountability Chart, you hit a snag structuring your weekly Scorecard, or your Integrator needs five minutes to gut-check how to frame an uncomfortable conversation using the People Analyzer. If a tool feels awkward or you are unsure how to grade a Rock, we talk.

You should not call me to solve functional business issues. If two department heads disagree on marketing spend, inventory allocation, or a client service crisis, that issue belongs directly on your weekly leadership team Level 10 Meeting agenda. Solving those problems together using IDS is how your team builds its own internal operational muscle. Relying on an outside consultant to solve your business problems creates unhealthy dependence and weakens executive accountability.