During the first 90 days after Focus Day, our team is consistently missing their weekly To-Dos and Scorecard measurables, treating them like optional homework. What specific intervention should the Integrator run before we lose all momentum heading into Vision Building?

Question

Tyler Smith · Accepted Answer

The first 90 days of an EOS implementation are not about running a flawless business. They are about installing personal operational hygiene. When leaders treat To-Dos and Scorecard measurables as optional suggestions, the Integrator must intervene immediately. If you tolerate missed commitments in the first three months, you cement a culture of passive non-compliance that will poison the entire system.

Start by auditing the mechanics in your Level 10 Meeting. A To-Do is a seven-day commitment designed to move the business forward or resolve an issue. If a leader regularly completes less than 90 percent of their To-Dos, do not accept the excuse that they were too busy putting out fires. Drop their name to the bottom of the Issues List under IDS. The issue is not the workload; the issue is that the leader cannot accurately gauge their capacity or does not respect weekly commitments.

Next, look at the Scorecard. Every measurable must have a single assigned owner and a clear numerical goal. If numbers are missing or regularly in the red without being dropped down to IDS, the Integrator must call it out on the spot during the five-minute Scorecard review. Do not let leaders give verbal narratives about why their number is off. Mark it red, drop it down to the Issues List, and address the operational failure during the IDS block.

You establish traction by making non-compliance uncomfortable. Once your leaders realize that failing to track a metric or skipping a To-Do earns them thirty minutes in the hot seat during IDS, their homework gets done.