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EOS® - How To Run an L10 Meeting Process Template

Teach your employees how to run an EOS Level 10 Meeting (L10) with this process template.

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EOS® - How To Run an L10 Meeting Process Template

Teach your employees how to run an EOS Level 10 Meeting (L10) with this process template.


What Is an L10 Meeting?

The Level 10 MeetingTM (L10) is a foundational component of the Entrepreneurial Operating System (EOS®) introduced by Gino Wickman in his book "Traction." 

Designed for efficiency, this 90-minute meeting structure ensures teams can address crucial business issues. Beginning with a check-in, the agenda covers scorecard reviews, 90-day priorities (Rocks), customer and employee updates, a to-do list, and culminates in the IDS process — Identify, Discuss, Solve — for problem-solving. 

Named for its aim to consistently achieve a “Level 10” rating in effectiveness, the L10 instills discipline and focus in organizational management. That way, every meeting delivers solutions in the most effective and efficient way.

Why We Use the L10 Meeting Framework

As a small business, we've found immense value in implementing the L10 meeting framework from EOS. We want to create what EOS calls a “Meeting PulseTM” — meaning, our meetings pulse productivity throughout the company, one week at a time. This meeting structure holds us accountable to our goals, helps us complete our to-do’s , and solve issues to clear a path for progress.

With limited resources and time, it's crucial for us to ensure every meeting is productive, and the L10 structure guarantees that. 

Everyone in the company is in at least one weekly L10 meeting. This allows all of our employees to connect to the drum beat of the company and give them the setting to raise any issues to be solved or escalated.

The format allows us to efficiently address our most pressing issues. Beginning with a check-in, we swiftly move through scorecard reviews, check in on our quarterly goals (Rocks), and quickly report on vital customer or employee feedback. 

But the real magic happens during the IDS process—Identify, Discuss, Solve. Here, we tackle problems head-on, ensuring that challenges don't fester and become bigger hurdles. This structured approach keeps us on track, avoids unnecessary diversions, and ensures every meeting remains purposeful and solution-oriented. Through the L10, we've transformed our meetings from time-consuming obligations to powerful tools to gain traction toward our most important goals.

Running an L10

The Details

Each department has their own weekly meeting using the L10 framework. While each team will find a schedule that best suits them, meetings start at the same time in the same place with the same agenda — it promotes consistency from week to week, and helps put us in the mindset for efficient problem-solving.

For example, the leadership team holds their weekly meeting every Wednesday at 10 a.m. in the main conference room.

We ensure that L10 meetings start and end on time. Every person’s time is precious, and we want to avoid meetings that run over and force late starts on other appointments in people’s schedules.


During an L10 meeting, everyone is expected to participate. However, there are two roles that are important to the structure of the meeting:

  • The person who runs the meeting: They are responsible for keeping the meeting on track, ensuring that the agenda is strictly followed, and that the team stays within the allotted time for each segment. They also ensure that discussions remain solution-focused and that tangents are minimized. At our leadership meetings, our CEO runs our L10.
  • The person who manages the agenda: They’re responsible for updating the agenda and sharing it with the leadership team before each meeting. They will also be in charge of updating the Scorecard, Rock Sheet, and the To-Do and issues lists. Typically, our CMO is responsible for managing the agenda at our leadership meetings.

The Agenda

We use the same agenda every single week. Again, consistency is our friend and having a recognizable format keeps our meetings on track. Here is the structure for our L10 weekly meeting:

  1. Check-in (5 minutes): A quick round of sharing good news, both personal and professional. This helps in setting a positive tone for the meeting and segue from working on the business to working in the business.
  2. Scorecard review (5 minutes): The team reviews our weekly scorecard, looking at the high-level numbers that give a snapshot of the company's health. The numbers will differ by department, but typically, we want to look at five to 15 high-level numbers. There’s no discussion at this point — we simply say if each number is “on track” or “off track.” If a number is off-track or someone has a question, we say “drop,” — and it gets dropped to the issues list for discussion.
  3. Rock review (5 minutes): Rocks are the 90-day priorities set by team members. This portion of the meeting is to check in on progress and identify any Rocks that are off track. Like the scorecard review, we call each Rock on track or off track. If there's an issue, it gets added to the issues list.
  4. Customer/Employee Headlines (5 minutes): A chance to share any significant feedback, news, or updates related to customers or employees. We share good news and bad news. Any issues or concerns need further discussion and get added to the issues list.
  5. To-Do List (5 minutes): Reviewing the to-dos from the last meeting. Each item should be either “done” (completed in the last seven days) or “not done.” If a to-do hasn’t been completed by its second week on the list, it’s dropped to the issues list. 
  6. IDS (60 minutes): IDS stands for “Identify, Discuss, Solve,” and this is the core of the L10 Meeting — we spend at least 50% of each meeting on issue solving. We identify the issue, discuss potential solutions, and solve by deciding on next steps.
  7. Conclude (5 minutes): Confirm the to-do list for the next week, decide what needs to be communicated to the wider team, and rate the current meeting on a scale from 1 to 10. The goal is always to achieve a Level 10 meeting — hence the name. If the meeting is rated below an 8, it provides an opportunity to understand what could be improved.

IDS: Identify, Discuss, Solve

The Importance of IDS

Also known as the Issues Solving TrackTM, the IDS is a structured process that makes up the core of the L10 meeting. The productivity of an IDS can distinguish a high-scoring meeting from a low-scoring meeting. 

Basically, this is when we solve issues so that they go away for good, using a standardized process allows us to address issues effectively and efficiently.

A typical IDS session starts with the Issues List — everything we dropped for discussion from the scorecard review, Rocks review, headlines, and to-do list. Issues can also be gathered outside the meeting — if you notice things that aren’t working or have new ideas, you can add them to the Issues list for discussion during the next L10 meeting.

Each issue will have an owner, AKA the one who added the issue to the list. Everyone should feel comfortable putting forward the real issues holding back the team — the foundation of solving issues is trust within the group. Only then can we work together to solve them.

The Issues list should be publicly shared, so start by listing every issue in a visible place where everyone can see them (like a projected screen or a whiteboard). 

Next, we select the top three issues — the most important issues that can be solved in the next seven days. Once those first three have been solved, we select the next three. The process continues until there are five minutes remaining in the meeting — that way, we can end on time. 

We most likely won’t get to every single issue in the span of an hour. When we tackle the most important issues first, we’re effectively breaking down the biggest obstacles for the rest of our team.


Before we can focus on solving a problem, it's crucial to pinpoint exactly what the issue is. To introduce an issue, the owner should use the who-who-1-sentence format:

  • Who: The person who added the issue address…
  • Who: …the person who is responsible for the area where the issue is occurring (according to the Accountability Chart) by…
  • 1-sentence: Stating what the problem is in one sentence.

Most of the time, the root cause of an issue isn’t the same as the problem that was initially brought up. Typically, the stated problem is just a symptom of the real issue, and it can take some time to identify what that issue is.

We use the “5 whys” to get to the root of the issue. Meaning, we continuously ask “why” until we get to the cause of the problem. The Identify section is where most of the IDS time is spent. Once we can get clear on the root of the problem, the whole team will agree on the root and the solution (though difficult) will usually be obvious.

Issues will typically fall into three categories:

  • Problem to be solved: A true problem that has to be solved.
  • Decision to be made: Information that needs to be communicated and agreed upon by the team.
  • Get alignment: An idea that needs feedback, more brainstorming, and a green light from the team.

Note: Don’t try to solve issues with second-hand information. If someone from outside the meeting has that first-hand info, park the issue for now and invite them to the following L10.


Once an issue is identified, the team delves into discussion. Everyone should take this opportunity to share their thoughts about the issue and their idea about a solution. 

The key here is not to get sidetracked. Once discussion starts to become redundant, it’s the responsibility of the person running the meeting to move them along to the last step.


After thorough discussion, the team decides on the best solution. 

Issues are solved by to-do’s — AKA, seven-day action items. These are added to the To-Do List that will be reviewed at the next meeting. If the solution will take over 14 days to implement, the issue should be moved to the Long-Term issues list, which is reviewed at the next quarterly planning session. This helps to protect the priorities the team agreed to at the beginning of the quarter.

The solution can lead to one of three outcomes:

  1. The issue is solved and requires tangible action. These can be added to the team’s to-dos for the next week so that the issue can be solved forever. 
  2. The issue can be solved by awareness, and it’s solved when everyone agrees to make changes based on that awareness.
  3. The issue needs more research, and so you can assign to-dos to bring those facts to the next meeting.

When an issue has been solved, the team will agree that the solution will resolve the issue for good. Seems redundant, but to ensure everyone is on the same page, this acknowledgement goes a long way to make sure this issue can’t come up again.

In essence, IDS transforms vague concerns into clear problems, then into actionable solutions, fostering a proactive, solution-oriented environment.


Our company's adoption of the L10 meeting is a testament to our commitment to efficiency, clarity, and growth. From our discussions, you should now have a firm grasp of what an L10 meeting entails and the manner in which we conduct it within our business framework. 

This structured, 90-minute meeting, a pillar of EOS, allows us to routinely align our goals, address pressing issues using the IDS (Identify, Discuss, Solve) methodology, and ensure that all team members are on the same page. The L10 meeting structure ensures we not only identify issues, but actively work towards resolving them. By consistently engaging in these meetings, we are setting the stage for sustained long-term growth, fostering a culture of transparency and proactive problem-solving. 

It's more than just a meeting; it's a strategic tool that propels our business forward, ensuring we remain agile, aligned, and ambitious in our pursuits.

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