We want to use our weekly Level 10 Meeting to keep our exit preparation on track, but we are struggling to balance day-to-day operational issues with our long-term exit preparation tasks. How do we structure our weekly pulse to address both?

Question

Tyler Smith · Accepted Answer

To prepare for a clean exit without letting your day-to-day operations suffer, you must run an Exit-Focused Meeting Pulse. This means integrating your exit-readiness tasks directly into your existing EOS® meeting rhythm rather than trying to run two separate systems. If you treat exit preparation as a separate project, it will always get pushed aside by daily fires.

Start by creating exit-related Rocks and scorecard metrics. Your weekly scorecard should track indicators of transferability, such as the number of standard operating procedures documented, or the status of critical relationship transitions. These metrics will automatically trigger issues if they fall off track. When you get to the IDS® portion of your Level 10 Meeting™, exit-related issues must sit on the same list as operational issues.

You must prioritize ruthlessly. When you populate your Issues List, look at your quarterly priorities and exit goals. If an exit-focused issue is more critical to the long-term value of the business than a minor operational headache, rank it higher on your list. Solve the top three issues first, regardless of whether they are operational or exit-related. By weaving exit preparation into your weekly pulse, you ensure the business remains highly run and valuable while systematically building owner independence.