How do we evaluate whether our leadership team is actually progressing through the twenty-four-month EOS® roadmap at the right pace, and what tells us we are lagging behind?

Question

Tyler Smith · Accepted Answer

Evaluating your progress on the twenty-four-month EOS® roadmap requires looking at behavioral change rather than just checking off completed tasks. During the first year, progress is defined by your team's ability to master the foundational tools. We look at whether you are running clean, high-performing Level 10 Meeting™ sessions without skipping weeks, and whether your Scorecard actually predicts weekly outcomes instead of just tracking historical data.

You are lagging behind if your quarterly Rocks are consistently carried over from one quarter to the next, or if you find yourselves debating the same operational issues every three months. True progress means the issues you face in month twelve are completely different and much more strategic than the issues you faced in month three.

Another clear marker of progression is how quickly your team adopts the tools. If your middle managers are not yet running their own Level 10 Meeting™ sessions or tracking their own localized Scorecards by the end of year one, your traction is stalled at the leadership level.

In year two, we measure progress by your ability to automate operations and prepare for a clean exit. If we are still arguing about basic seat alignment on your Accountability Chart by month fifteen, we are behind schedule. Progress is marked by a transition from tactical firefighting to strategic optimization.