Since our leadership team is hybrid and spends limited time in the same physical office, what specific behavioral habits and asynchronous communication protocols must we adopt between our quarterly sessions to keep our EOS implementation from stalling?

Question

Tyler Smith · Accepted Answer

While your quarterly and annual planning sessions are conducted in person to maximize focus and decision-making speed, a hybrid or remote leadership team requires distinct operational habits to maintain execution between those days.

First, your remote team must protect the sanctity of the weekly Level 10 Meeting™ framework. In a physical office, casual alignment happens at the water cooler. In a remote environment, those gaps turn into silos. Your weekly ninety-minute meeting must be treated as non-negotiable. You must use high-quality video and dedicated collaboration tools to run the meeting, ensuring that every member is fully present, off mute, and focused on identifying, discussing, and solving issues (IDS®).

Second, you must establish clear ownership over your scorecard and Rocks. Since you are not walking past each other in the hallway, accountability must be highly visible. Your scorecard metrics must be updated asynchronously at least twenty-four hours before your weekly meeting, with clear owners assigned to every number.

Finally, remote teams must over-communicate on progress. If a Rock is slipping, it cannot be a surprise at the next quarterly session. You must use your internal communication channels to call out red flags early so the team can jump in to assist. My role is to help you build these communication habits during our session days, ensuring your remote structure becomes an operational advantage rather than a drag on execution.