Core Principle

Every business is built on these six components. EOS strengthens all six.

1. Vision Component

Question: Does everyone in the organization know where you're going and how you plan to get there?

Tool: Vision/Traction Organizer (V/TO)

The V/TO answers eight questions on two pages:

Process:

1. Leadership team completes V/TO together (2-day off-site)
2. Share with entire organization
3. Review quarterly
4. Update annually

Key insight: If leadership team can't agree on V/TO, you have a bigger problem. Alignment comes first.

See: references/vto.md for V/TO templates and exercises.

2. People Component

Question: Do you have the right people in the right seats?

Tool: Accountability Chart

Not an org chart—an accountability chart. Defines the structure and who owns what.

Structure:

Visionary ←→ Integrator
              ├── Sales/Marketing
              ├── Operations
              └── Finance

Two key roles:

• Visionary: Big ideas, culture, key relationships, creative problem solving
• Integrator: Runs business day-to-day, manages team, executes vision, resolves conflicts

Rule: One person per seat. No shared accountability.

Tool: People Analyzer

Evaluate every person on two dimensions:

1. Right Person (core values fit)

Standard: Must be "+" on all core values. One "+/-" is a conversation. Any "-" is wrong person.

2. Right Seat (GWC)

• Get it: Understands the role
• Want it: Genuinely wants the role
• Capacity: Has the mental, physical, emotional capacity

Must be "yes" on all three. If missing any one, wrong seat.

The formula: Right People + Right Seats = A-players

People decisions:

• Right person, right seat → Keep and invest in
• Right person, wrong seat → Move to right seat
• Wrong person, right seat → Coaching/exit (hardest call)
• Wrong person, wrong seat → Exit immediately

See: references/people.md for accountability chart and people analyzer templates.

3. Data Component

Question: Are you managing based on objective data, or subjective opinions?

Tool: Scorecard

A weekly report card of 5-15 numbers that tell you how the business is doing.

Scorecard rules:

• Activity-based metrics (leading indicators), not results (lagging)
• Weekly numbers (monthly is too slow)
• Every number has an owner
• Every number has a goal
• Red/green: on track or off track

Example Scorecard:

Benefits:

• Spot problems 2-4 weeks earlier
• Reduce "gut feeling" management
• Create accountability without micromanagement
• Everyone knows the score

Metric selection: If you had to go on vacation for 4 weeks, what 5-15 numbers would tell you how the business is doing?

See: references/data.md for scorecard templates and metric selection.

4. Issues Component

Question: Are you identifying, discussing, and solving issues quickly?

Tool: Issues Solving Track (IDS)

Identify → Discuss → Solve

Step 1: Identify

• What's the real issue? (Not the symptom)
• Ask "Why?" until you reach root cause
• State the issue in one sentence

Step 2: Discuss

• Everyone gets input (not equal time)
• Tangents are stopped
• Focus on the ONE issue
• Time-boxed (usually 5-15 minutes)

Step 3: Solve

• Decision is made
• Action items are assigned (who + what + when)
• Move to next issue

Three types of issues:

Issues list rules:

• Everyone can add issues
• Prioritize: most important first
• Not all issues get solved every meeting
• Unsolved issues carry forward

Common IDS mistakes:

• Discussing symptoms, not root cause
• Rehashing same issue every week
• No clear action items
• Too much discussion, not enough solving

See: references/issues.md for IDS facilitation guides.

5. Process Component

Question: Have you documented and consistently followed your core processes?

Tool: Core Process Documentation

The 20/80 rule: Document 20% of your processes to get 80% consistency.

Identify core processes:

• HR process (hiring, onboarding, reviews)
• Sales process (lead → close)
• Operations process (delivery, fulfillment)
• Customer service process (support → resolution)
• Finance process (invoicing, collections)

Documentation format:

1. Name the process
2. List 5-20 major steps
3. Add just enough detail (not a 50-page manual)
4. Make it visual where possible

Example: Sales Process "The Closer"

1. Qualify lead (BANT: Budget, Authority, Need, Timeline)
2. Discovery call (30 min, use question guide)
3. Demo (customize to their pain points)
4. Proposal (send within 24 hours)
5. Follow up (3 touches in 7 days)
6. Close or disqualify

Followed By All (FBA):

• Document it
• Train on it
• Measure compliance
• Update quarterly

See: references/process.md for process documentation templates.

6. Traction Component

Question: Are you executing on your vision every day?

Two tools: Rocks and Level 10 Meetings

Rocks (Quarterly Priorities)

Definition: The 3-7 most important things to accomplish in the next 90 days.

Why 90 days?

• Long enough to accomplish something meaningful
• Short enough to maintain urgency
• Natural human rhythm for focus

Rock-setting process:

1. Review V/TO (vision, 3-year, 1-year)
2. Brainstorm: "What must get done this quarter to stay on track?"
3. Narrow to 3-7 company rocks
4. Assign each rock to one owner
5. Each leadership member also has 3-7 individual rocks
6. Share with entire organization
7. Track weekly

SMART rocks:

• Specific: "Launch new pricing page" not "improve pricing"
• Measurable: Clear completion criteria
• Achievable: Can be done in 90 days
• Realistic: Given current resources
• Time-bound: Due end of quarter

Rock scoring:

• Done = checked off (no partial credit)
• Not done = carried forward or dropped
• Goal: 80%+ completion rate

Anti-patterns:

• Too many rocks (>7) → Focus is diluted
• Rocks too vague → Can't tell if done
• No owner → Nobody accountable
• All rocks are "business as usual" → Not moving the needle

See: references/rocks.md for rock-setting exercises.

Level 10 Meeting (Weekly Leadership Meeting)

The most important meeting in EOS. Runs every week, same day, same time, same agenda.

Duration: 90 minutes, never longer.

Agenda:

Level 10 meeting rules:

• Starts on time, ends on time (non-negotiable)
• Same day, same time every week
• No phones/laptops (except for agenda)
• IDS gets 60 of 90 minutes (most important part)
• Rate meeting 1-10 at end (target: 8+)
• If below 8, discuss what to improve

Why "Level 10"?

• Every meeting is rated 1-10 by participants
• Goal is to consistently achieve 10/10

To-Do rules:

• 7-day action items only
• Each has owner and due date
• Done = 100% complete
• 90%+ completion rate is target

See: references/level-10.md for meeting facilitation guides.

EOS Implementation Timeline

Typical rollout: 2 years to full implementation

Self-implementation vs. EOS Implementer:

• Self: Read the book, follow the tools (free, slower)
• EOS Implementer: Certified facilitator guides the process (faster, expensive)

Organizational Checkup

Rate your company 1-5 on each statement:

Scoring:

• 25-30: Strong (maintain and fine-tune)
• 20-24: Good (close gaps)
• 15-19: Average (significant work needed)
• Below 15: Weak (consider EOS implementer)

Common Mistakes

Quick Diagnostic

Audit any business:

Reference Files

• vto.md: Vision/Traction Organizer templates, eight questions
• people.md: Accountability chart, People Analyzer, GWC
• data.md: Scorecard templates, metric selection
• issues.md: IDS process, facilitation, issue types
• process.md: Core process documentation templates
• rocks.md: Rock-setting exercises, SMART rocks
• level-10.md: Meeting agenda, facilitation, rating
• implementation.md: EOS rollout timeline, self-implementation guide
• case-studies.md: Companies that implemented EOS successfully

Further Reading

This skill is based on the Entrepreneurial Operating System developed by Gino Wickman. For the complete system:

• "Traction: Get a Grip on Your Business" by Gino Wickman
• "Get a Grip" by Gino Wickman & Mike Paton (EOS as a business fable)
• "Rocket Fuel" by Gino Wickman & Mark C. Winters (Visionary + Integrator relationship)

About the Author

Gino Wickman is the creator of EOS (Entrepreneurial Operating System) and founder of EOS Worldwide, a community of certified EOS Implementers who help companies implement the system. Wickman has worked with thousands of entrepreneurial leadership teams and has helped them get real traction. Traction has sold over 2 million copies and EOS is used by over 250,000 companies worldwide. His work focuses on the practical tools needed to run an entrepreneurial company.

Overview

Implement the Entrepreneurial Operating System (EOS) to align vision and execution across a company.

Prerequisites

• Access to the design environment or API
• Required CLI tools installed and authenticated
• Familiarity with design concepts and terminology

Instructions

1. Assess the current state of the design configuration
2. Identify the specific requirements and constraints
3. Apply the recommended patterns from this skill
4. Validate the changes against expected behavior
5. Document the configuration for team reference

Output

• Configuration files or code changes applied to the project
• Validation report confirming correct implementation
• Summary of changes made and their rationale

See design implementation details for output format specifications.

Error Handling

Examples

Basic usage: Apply traction eos to a standard project setup with default configuration options.

Advanced scenario: Customize traction eos for production environments with multiple constraints and team-specific requirements.

Resources

• Official design documentation
• Community best practices and patterns
• Related skills in this plugin pack