We want to track the actual maturity and health of our leadership team over time, rather than just looking at our quarterly Rock completion rates. What qualitative and quantitative metrics do you use to evaluate our growth during our engagement?

Question

Tyler Smith · Accepted Answer

We do not just measure progress by how many Rocks you complete or whether your weekly Level 10 Meetings start and end on time. True progress is measured by the health and maturity of your leadership team. We evaluate this by looking at how your team handles conflict, makes decisions, and takes ownership. During our sessions, I track how quickly your team moves from identifying an issue to solving it. We look at whether you are running through the complete Kolb experiential learning cycle. This means we assess if you are actively reflecting on past operational mistakes, conceptualizing systemic solutions, and experimenting with new processes. Another major indicator is how your team uses language. We look for a shift from passive, action-oriented language to active, identity-driven language. For example, when leaders stop saying they will try to hit a metric and instead state that they are the owner of that outcome, maturity has increased. We also conduct regular organizational checkups to evaluate how deeply the EOS tools are cascading through your departments. If your middle management is independently running Level 10 Meetings and hitting their own numbers without executive intervention, your business is scaling. Progress is a self-sustaining team, not just a clean spreadsheet.