Wondering if EOS® (Entrepreneurial Operating System®) is right for your organization?

Within this blog, I’m going to be sharing the steps we take clients through in our EOS Process® that allows them to get everyone on the same page, create killer focus and execution and develop the healthy leadership team needed to run an optimal organization.



This complimentary meeting with myself and your company’s leadership team introduces EOS and the system and tools to get everyone on the same page to decide if it’s a fit for your organization and team.

In the meeting, we take you through 4 Parts:


The first part of the meeting is to inform your team about the background and big why behind EOS. As a system that’s been proven hundreds of thousands of times over, there is an enormous amount of research and trial and error that went into creating the system that it is today.

Many businesses unsuccessfully attempt to piece together tools, concepts and ideas from a multitude of areas and get them to work together in unison. When EOS was originally developed by Gino Wickman, he took the best concepts from business over the past decades and centuries, tested them with over 50 leadership teams and companies over the course of 500+ sessions to effectively distill them down and effectively package them to optimally work together.


This step is where we guide you through a detailed client intake profile, asking questions of your leadership team. We begin to dig deep and get extremely transparent on where your organization is currently at regarding structure, accountability, meetings, strengths and weaknesses, etc.


In Part 3 of the meeting, we introduce you to what we call the Foundational Tools, showing you exactly how they work from a high-level perspective and how they would look when implemented within your organization.


The last part of the meeting is walking you through the exact process we take a company through, which is essentially a 2-year journey toward becoming the best leadership team and organization possible.

We cover the number of days and time spent with your team, when and where we implement what tools, what to expect within and outside of our daily sessions spent together, as well as answer any questions you may have.

Lastly, we cover how we structure our fees and our guarantee – As a client, you will get the value you want or you don’t pay for our services.



Continuing on in the EOS (Entrepreneurial Operating System®) Process®, we’re going to break down what the first day of working with a professional implementer actually looks like.


As the first official day in the EOS Process®, the Focus Day is an approximately 6-8-hour day spent with your implementer and your executive-level leadership team. The day consists mainly of beginning to learn and hone the EOS Foundational Tools™.

As part of the Focus Day, we focus on 5 main tools and areas:

 🔸Hitting the Ceiling

As you know, every business follows a similar cycle of alternating between growth and hitting a ceiling. The best businesses that continue to succeed find a way to break through that ceiling in order to move forward. During Focus Day, we teach you The 5 Leadership Abilities™ to help your leadership team manage and navigate the challenges that will be ever-evident in running and managing your business.

🔸 Accountability Chart™

One of the most important parts of Focus Day is building out the optimal leadership team and organizational structure for your company. Too often, organizations build their structure around the people they have rather than the seats needed to succeed long-term. In working through the Accountability Chart with your team, we follow a basic set of rules to build an organization that is not only scalable but can stand the test of time, whether it be that of growth or contraction.

🔸 Rocks

Executing at a high level is all about focus and discipline. Most teams fail to make the progress they desire because they are either tackling the wrong items or they are trying to focus on too many items. Through setting Rocks, or 3-7 highest level priorities that will make the biggest impact and dent, we immediately get your team focused and dialed in on what is most important to your organization in the next few months. Over the course of the EOS journey, we teach your team how to implement the concept down through the rest of your organization, eventually leading to alignment and top-notch execution at every level and as an entire organization.

🔸Meeting Pulse™

As one of the most powerful pieces within the first day spent together, you learn what we call the Level 10 Meeting™. This is a 90-minute meeting you spend with your leadership team members every single week. In this weekly meeting that is held on the same day and time with the same agenda, your team builds stronger team health, gets dialed in on metrics, checks in for accountability, stays updated with happenings and makes sure everything is staying on track and most of all, solves your most important issues for good. After implementing the L10 structure, leadership teams almost always state they’ve never had better meetings and communication before implementing it.


Lastly, as you know, decisions in your business have to be driven around the right data. On Focus Day, we begin building out a Scorecard with data metrics that will guide your decision-making, allow you to see into the future of your business like you never have before and shows you how to quickly pull out issues to solve. Keeping it simple, we focus on only 5-15 metrics that will give your leadership team a high-level pulse on everything happening in the business.


Next, I’m going to break down what the second and third days of working with a professional implementer look like when you really start diving into the vision, strategy and execution for your organization.


Now that you’ve been introduced to the tools in Focus Day® and your team has spent roughly a month implementing and using them within your Level 10 Meeting™ structure, it’s time to start building out the vision for the future.

Vision Building® is split over two days roughly a month apart and approximately a month after Focus Day. Why do we use a spaced learning concept with time between Focus Day and the Vision Building days? We want your team to get in the necessary reps using the tools more and more effectively and work toward mastery before we start looking at rolling the tools down throughout your organization.

During Vision Building, we focus mainly on 4 parts:

🔶 Reviewing the Foundational Tools

The first part of the day is bringing you back through your Foundational tools to reteach, check in on how you’re using them and tweak for changes. Typically, we make adjustments to the Accountability Chart™ after your leadership group has had some time to digest the initial draft that was created during our previous day together. We also refine the Scorecard and dial in on the most important metrics, as well as talk through how your meetings are going.

🔶 Core Values

Developing Core Values for your organization is up next. This is where we take your team through a Core Values discovery process to determine the guiding principles that will define your culture internally, as well as be externally facing to your clientele, displaying what is most important to you as an organization. These Core Values act as the first filter every decision in your organization will be made.

🔶 Core Focus™

In developing the Core Focus, we break it down into two parts: your why and what. Your big why, or your purpose/cause/passion, is why you really do what you do as an organization. It’s beyond your industry and making money. It’s why you really get out of bed each day to do what you do. For the what, or your niche, that’s the easy part, believe it or not. That’s identifying what you do better than anyone else in your industry. As with everything in the EOS Process®, we keep your Core Focus very simple to understand, yet extremely impactful, as it will be woven throughout your marketing strategy and internal and external employee and customer journeys.

🔶 10-Year Target™

The last part of Vision Building Day 1 is beginning to dive into your 10-Year Target, or your BHAG, as Jim Collins refers to it. This is the big, hairy audacious goal of where you want to be as an organization in 10 years. Many organizations try to focus on too many items long-term and suffocate or die of indigestion. In our process, we dial it down to a simple quantitative and/or qualitative metric or two that we can really go after as an ultimate bullseye.


Roughly a month after completing Vision Building Day 1, we return to the table with your leadership team to tackle Vision Building Day 2.

Similar to the first Vision Building day, we review the tools and expand on the vision for your organization, as well as begin to lay down some traction for the execution of the plan.

🔶 Reviewing the Foundational Tools

This is the last time we officially teach back through the Foundational Tools, again making tweaks and changes as needed. In future days and sessions, however, we continue to review the tools to see how they’re working within your organization and for potential changes and adjustments.

🔶 Marketing Strategy

Marketing is the lifeblood of any organization, and this is where we really dial in who your ideal clientele is, what you say to them and how you run your process in offering your services or products.

🔶 3-Year Picture™

Now that you have your 10-Year Target identified, we can start to bring that vision down to the ground and get more granular in your plan. As part of the 3-Year Picture, we identify revenue, profit, key measurables and what it looks like at that 3-year benchmark. We stress getting extremely crystal clear, as your employees need to be able to truly envision what the company looks like, how it operates and what their piece may be in the overall puzzle at this point.

🔶 1-Year Plan

Similar to the 3-Year Picture, we are dialing in the execution here. Along with profit, revenue and key measurables, we also identify the top 3-7 annual goals for the year. This keeps your organization focused on what matters most and provides a north star as you plan out each quarter along the way.

🔶 Rocks

Now that your first round of Rocks that you set during Focus Day® have been completed, we work to again identify the 3-7 most important focuses for the upcoming quarter to assure we are on track to knock out your 1-Year Plan.

🔶 Issues

Lastly, and a favorite of clients, is spending the last few hours of the day just attacking their issues list to solve items and learning to become better and better at the IDS® process. With solving issues so you never have to deal with them truly being a fine art, we as implementers help guide the process and teach you how to align your issues around the Six Key Components™ to help you identify what tools to use and when in order to quickly and effectively solve your company’s biggest challenges.


As the last piece of our blog around the EOS (Entrepreneurial Operating System®) Process®, we’re going to break down what the regular cadence looks like upon finishing the first three days of tool teaching and building out the vision and execution strategies.


Upon finishing the first three days within the EOS Process where we build out the vision and execution strategy for your organization, we then shift into what we call Quarterly Pulsing®, or our 90-Day World®, where we continue to meet with your leadership team roughly every 90 days.

Here’s what a typical Quarterly session looks like:


Looking back at the successes of your past quarter is so important; Mainly, to see how far you’ve come. We also focus the first part of the day on lessons and takeaways from the previous quarter, as well as doing a quick dive into how the quarter came out regarding finances and Rock completion.


As we do every time we meet, we review back through the V/TO and see if there are any tweaks or changes to any of the information and tools. We also make sure you are on track with your 1-Year Plan and 3-Year Picture™.


With team health and vulnerability-based trust being the bedrock of all great teams, each quarter we work to implement activities that will strengthen the overall team health of your leadership team.


Each quarter, we bring new tools to your team that will help you in running a more efficient and productive organization and in leading, managing and holding your people accountable.


With the past quarter behind you, we now look to set focus on the 3-7 most important items to accomplish for your organization in the next 90 days by setting new Rocks. We also make sure these are in alignment with your 1-Year Plan.


With the last few hours of the day, we work to get stronger and more effective in solving issues, taking them off your list one by one and solving them for good.


Once your team gets to that time in the year when you like to attack your annual planning, we substitute the regular Quarterly session for an extremely powerful 2-Day Annual Session. In this extended annual planning, we dive more deeply into the team health component, as well as the upcoming annual plan.


Similar to the Quarterly, we review back through the past 90 days, but also put a focus on what we accomplished in relation to our annual goals we had set roughly a year ago.


A large portion of the first day of the Annual, we again focus on building a healthy and high-performing leadership team by implementing a robust and impactful team health activity.


In order to see where your organization is currently at with the EOS concepts, your leadership team takes The Organizational Check-Up, which is a 20-question assessment that analyzes where you’re at in relation to strengthening the Six Key Components™ in your organization. We’re aiming for all leaders to score every component 80 or higher but you must realize it’s a journey and takes time to get there.


Having had each team member prepare a SWOT (Strengths-Weaknesses-Opportunities-Threats) Analysis for the organization in advance of the meeting, we then discuss this in order to pull out and extract issues for solving on the second day of the 2-day session.


Similar to your Quarterly, we review back through the V/TO and see if there are any tweaks or changes to any of the information and tools. We also make sure you are on track with your vision, goals and 10-Year Target™.


With the past year in the rearview mirror, we now work to set your organization’s new 3-Year Picture that aligns with your BHAG, or 10-Year Target.


It’s now time to really dive deep into your annual plan, working to set your 3-7 most important goals for the organization in the upcoming year. Again, these goals are items that will make the biggest dent or difference in the next 12 months.


Now that you know where you’re going in the next year and what is priority, we set your organizational Rocks for the upcoming quarter.


Lastly, we start working through your Issues List, prioritizing the most important items to solve first, aligning them to the Six Key Components and using the tools to solve them for good.


I encourage you to take a look within your own company and see if you are that committed team that just struggles to move things forward and break through that ceiling. Ask yourself Is our vision clearly defined, communicated and shared by everyone in the company?

Look at where you have bottlenecks and people over capacity within your teams. What are you going to do to help them? How will you open things up with that next crucial hire? How will you make it happen?

— Patrick Metzger, CEO/Founder at The Greenhouse & Certified EOS Implementer

Ready to book your free 90-Minute Meeting with myself and your team?

Contact Us to schedule a free meeting or call if your leadership team is finally ready to get unstuck.


The first step in our proven process at The Greenhouse is to book a free 60-minute consultation. In that meeting, we will discuss your business objectives and challenges, begin to develop a roadmap for guaranteed success and answer any questions you may have.

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