Beyond just checking off Rocks at the end of eighty days, how do we objectively measure whether this engagement is actually making us a healthier, more capable leadership team month over month?

Question

Tyler Smith · Accepted Answer

We don't rely on subjective feelings to measure the success of our engagement. Instead, we use independent, objective metrics to track your leadership team's development and business stabilization.

Key Measurement Areas

1. Rock Completion Rate

A healthy leadership team consistently completes 80% or more of their quarterly Rocks. Achieving this target proves your team's execution muscle is growing.

2. Weekly Level 10 Meeting™ Health

At the end of every Level 10 Meeting, your team rates the session on a scale of one to ten. We look for these ratings to stabilize at an eight or higher. This indicates that your team is solving real problems rather than just discussing symptoms.

3. Team Health Through GWC™

We evaluate team health by assessing GWC™ (Get it, Want it, Capacity to do it) for each role. This involves:

• Determining if the right people are in the [right seats](/qa/how-to-fill-unwanted-seats-accountability-chart) on your [Accountability Chart](/qa/ai-operations-seat-accountability-chart).
• Ensuring you are actively solving people issues instead of allowing them to linger.
 For example, we address situations where a [long-tenured leader lacks capacity](/qa/long-tenured-leader-lacks-capacity-gwc) for their seat. You can also objectively [assess your own GWC](/qa/founder-bottleneck-gwc-assessment) for a role.

4. Operational Efficiency and Cash Flow

A healthy EOS® implementation naturally leads to greater white space for you as the owner. This allows you to transition into the Owner's Box while your leadership team runs the business autonomously. This demonstrates improved [operational efficiency](/qa/operations-capacity-overload-accountability-chart) and cash flow.

Related questions

• [How do we objectively assess my own GWC for this seat?](/qa/founder-bottleneck-gwc-assessment)
• [How do we fill an unwanted seat on the Accountability Chart?](/qa/how-to-fill-unwanted-seats-accountability-chart)
• [How do I handle a long-tenured leader who lacks capacity for their seat?](/qa/long-tenured-leader-lacks-capacity-gwc)
• [Should we create a dedicated AI Operations seat on our Accountability Chart?](/qa/ai-operations-seat-accountability-chart)
• [How do we use the Accountability Chart to diagnose and solve an operations capacity issue?](/qa/operations-capacity-overload-accountability-chart)