What is your actual involvement with my team during the ninety days between our full day sessions, and do you audit our weekly progress or do we only hear from you when we sit down in the session room?

Question

Tyler Smith · Accepted Answer

Between full-day sessions, the primary responsibility for executing your plan rests squarely with your leadership team. My role is strictly that of a facilitator, teacher, and coach, not an embedded manager.

I do not:
• Sit in on your weekly Level 10 Meetings™. (For tips on improving these, see [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes) or [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership](/qa/using-accountability-chart-to-stop-blame-in-ids)).
• Audit your daily tasks.

This approach is intentional, as direct oversight would foster dependence on an external authority and diminish your internal accountability.

Support Between Sessions

You are not left without support during these ninety days. I am available to assist your team when you encounter roadblocks. If you find yourselves:
• Stuck on a critical issue.
• Struggling to define a Rock.
• Experiencing friction on your [Accountability Chart](/qa/resolving-accountability-chart-seat-overlaps).

Your Integrator or Visionary can reach out for guidance. (If you're wondering about that Integrator role, check out [I am the founder and visionary but I am stuck running the daily operations because I do not have a true Integrator](/qa/transitioning-from-visionary-to-integrator)). I provide targeted coaching to help you navigate these specific challenges using the EOS® tools.

Fostering a Self-Running Organization

The overarching goal of this engagement is to build a truly self-running organization. Your leadership team must learn to:
• Run their own weekly meetings effectively.
• Solve their own issues using IDS® (Identify, Discuss, Solve).
• Hold each other accountable.

My deliberate distance between sessions compels your team to practice the tools in the real world. This ensures that the progress you present at our next quarterly session is both authentic and self-sustaining. This sustained application helps reinforce your V/TO® (Vision/Traction Organizer) and the processes derived from it.

Related questions

• [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)
• [When an issue is dropped to IDS, my leadership team immediately starts pointing fingers at other departments rather than taking ownership](/qa/using-accountability-chart-to-stop-blame-in-ids)
• [I am the founder and visionary but I am stuck running the daily operations because I do not have a true Integrator](/qa/transitioning-from-visionary-to-integrator)
• [Our quarterly planning sessions have turned into boring progress updates where we just read reports instead of solving big strategic problems](/qa/fixing-boring-eos-quarterly-sessions)
• [Our leadership team is struggling to agree on what actually deserves a spot on our high level scorecard](/qa/how-to-choose-five-fifteen-scorecard-metrics)