We are debating who should attend our EOS sessions. How do you decide who actually belongs in the room, and what happens if we have too many people?

The leadership team in the room must consist of the people who genuinely own the major functional seats of the business as defined on your Accountability Chart. Typically, this is between three and seven people. It includes the Visionary, the Integrator, and the heads of your core functions, such as Sales and Marketing, Operations, and Finance.

A common mistake owners make is treating the session room as an employee reward program or an inclusive committee. They want to invite middle managers, technical specialists, or long-tenured employees because they fear hurting feelings. Packing the room with eight, ten, or twelve people destroys the efficiency of the day. Every additional person in the room reduces vulnerability, extends the time required to solve issues, and invites functional turf battles.

There are no passive observers or part-time participants in my session room. If someone sits at the table, they must have the authority to speak for a major functional seat, the courage to engage in rigorous debate, and the operational capacity to commit their entire department to ninety-day Rocks. If a team member does not understand the business model, cannot think at the enterprise level, or lacks the ability to execute, they do not belong in the leadership room. We solve for the business first, not for individual egos.

Category: Working With Tyler