This was FANTASTIC! I really knew nothing about L10 meetings. Your video and explanations were simple and understandable and I have learned so much! Thank you!👏
If you're supposed to start the meeting on time and end the meeting on time, how does that allow for people to get from one meeting to the next? 8:55 (arrive and chat) 9:00 (start on time) 10:30 (end on time) 10:25 (arrive and chat) 10:30 (start on time) 11:00 (end on time) Where is the buffer to allow for travel and or bathroom breaks? That is one major flaw with booking meetings back-to-back and not allotting for this. Why is it not customary to have a 5 minute gap time between meetings?
There is no golden rule that dictates meetings must be held back-to-back. In fact, we'd recommend against that. You need a bit of mental breathing room if you're going to be 100% effective in every meeting you attend.
5:27 "never vote on them" How do you define the priorities and agree on their order without voting? In my experience it's easier said than done, even in trusting and collaborative group. Eisenhower?
Voting on issues to IDS takes up valuable meeting time. Some things will naturally take higher priority (like time-sensitive issues or issues related to Rocks). The rest of the list will live on until your next Level 10 Meeting so there isn't a pressure to solve all of the issues within one meeting, but simply as many as you can get through effectively.
Hello, Just want to clarify something in relation to Leadership team L10? I understand the people who attend this meeting are the people in charge of the main functions of the business as per the AC. But for example should heads of departments be present on it as well? Or should there be another meeting for the heads of departments to meet with the sales director? I'd be very grateful if you could help me clarify.
The Leadership L10 should consist of the people in charge of the main functions. From there, each department should hold their own L10 with the Department head and their teams. For example, there should be a Leadership L10, a Sales Leadership L10 (if you have multiple Sales leaders), and a Sales L10 (your leader and their team). We hope this helps!
@@EOSWorldwide Great information and loving EOS. As for the IDS portion, while I'm sure there are things that the Leadership Team can and should solve, I would think that bringing issues out of that meeting and having the teams who are impacted and doing the work, should be involved in the actual solving which would make for better solutions and a stronger company culture. Thoughts?
@@RobbiLynn 💯! Each department and team should be having their own Level 10 Meetings as well, in addition to the Leadership Team. This is where cascading messages come into play; leaders need to cascade the proper issues so their teams can do what they need to do to help solve them. Sometimes the solve at the Leadership Team Level 10 Meeting is "bring this to your team"!
Hi, great video! I learned a lot from you today. One of the core things here is that sometimes, identifying priorities takes more time than finding the solutions. Which part of this method defines who or how you identify what drives the urgency or priority of the topics to solve? Each department/manager sees priorities in a different way and sometimes, the actual solution clashes across teams, hence my question.
Great question! There isn't one right answer for this because the needs of the business are constantly changing. As a general rule of thumb, you want to focus on things that are time-sensitive (like another department needs the approval to move forward on a project for example), topics related to your Rocks, and from there, determine what can be solved in your meeting that is going to get you closer to your 1-Year Goal. Most Issues should be solved with an actionable solution (i.e. a to-do for a team member), but there are times when you may need to create a 2-week to-do or even push something off to your V/TO so you can discuss it in a deeper capacity and create a Rock around it. There are always going to be slightly different opinions on what's "priority" but it's important to remember that these L10s are for the Greater Good of the Organization, so every Issue focused on and solved should reflect that. Egos and personal vendettas need to be checked at the door (or virtual door if you're remote!) We hope this helps!
You said we should join the meeting 5 min early. But when a previous meeting goes right up to the 90 min mark, how does one do this? For example if I had 2 90 minute meetings that ran back to back.
Building in buffer and decompression time after your meetings can help break up those 90 minutes. There's no hard and fast rule for the optimal amount of time in between meetings but, 15 minutes is a great place to start!
Quick question: let's say there's 3 items on the issue list, but due to time constraints only one ends up being IDS'd. What happens to the remaining 2 items on the list? Are they automatically postponed to next week's L10 and/or addressed at the end of the recap at all?
I'm working in a not for profit organisation filled with unpaid volunteers. What do you think of reducing the IDS segment to 25 minutes. (So my meeting is 60 minutes long).
While we wouldn't recommend shortening the length at all, we would recommend allocating as much time as possible to IDS, as that's where you'll spend the bulk of your time. You'd be surprised at how often you'll walk away wishing you had a lot more time for IDS.
Issues are something discussed as a part of IDS in your L10. To-dos are the actions that need to be taken as a part of the solve for whatever Issue you were solving!
We work closely with Patrick Lencioni and have previously featured him as our keynote speaker at our annual conference! Our ideologies overlap quite a bit due to our close relationship. We regularly encourage our EOS Implementers to work Lencioni’s trust builder exercises into their sessions!
![Lp. Сердце Вселенной #60 РОЖДЕНИЕ ЛОЛОЛОШКИ [Финал] • Майнкрафт](http://i.ytimg.com/vi/YoR0pAV9FVQ/mqdefault.jpg)
Excellent. Our team is pumped to get rolling. Thank you
We love to see you #RunningOnEOS! 🙌
This was FANTASTIC! I really knew nothing about L10 meetings. Your video and explanations were simple and understandable and I have learned so much! Thank you!👏
That's what we love to hear!
So good! I've implemented this in board meetings and in most businesses I advise. Great for general leadership and sales leadership meetings
If you're supposed to start the meeting on time and end the meeting on time, how does that allow for people to get from one meeting to the next?
8:55 (arrive and chat)
9:00 (start on time)
10:30 (end on time)
10:25 (arrive and chat)
10:30 (start on time)
11:00 (end on time)
Where is the buffer to allow for travel and or bathroom breaks? That is one major flaw with booking meetings back-to-back and not allotting for this. Why is it not customary to have a 5 minute gap time between meetings?
There is no golden rule that dictates meetings must be held back-to-back. In fact, we'd recommend against that. You need a bit of mental breathing room if you're going to be 100% effective in every meeting you attend.
Great explanation... Thank you!
5:27 "never vote on them"
How do you define the priorities and agree on their order without voting?
In my experience it's easier said than done, even in trusting and collaborative group. Eisenhower?
Voting on issues to IDS takes up valuable meeting time. Some things will naturally take higher priority (like time-sensitive issues or issues related to Rocks). The rest of the list will live on until your next Level 10 Meeting so there isn't a pressure to solve all of the issues within one meeting, but simply as many as you can get through effectively.
Hello,
Just want to clarify something in relation to Leadership team L10? I understand the people who attend this meeting are the people in charge of the main functions of the business as per the AC.
But for example should heads of departments be present on it as well? Or should there be another meeting for the heads of departments to meet with the sales director?
I'd be very grateful if you could help me clarify.
The Leadership L10 should consist of the people in charge of the main functions.
From there, each department should hold their own L10 with the Department head and their teams. For example, there should be a Leadership L10, a Sales Leadership L10 (if you have multiple Sales leaders), and a Sales L10 (your leader and their team).
We hope this helps!
@@EOSWorldwide Great information and loving EOS. As for the IDS portion, while I'm sure there are things that the Leadership Team can and should solve, I would think that bringing issues out of that meeting and having the teams who are impacted and doing the work, should be involved in the actual solving which would make for better solutions and a stronger company culture. Thoughts?
@@RobbiLynn 💯! Each department and team should be having their own Level 10 Meetings as well, in addition to the Leadership Team. This is where cascading messages come into play; leaders need to cascade the proper issues so their teams can do what they need to do to help solve them. Sometimes the solve at the Leadership Team Level 10 Meeting is "bring this to your team"!
Thank you for this information! Is this something that can be implemented successfully in other teams besides just leadership teams?
The goal is to have this system adopted by your entire organization! So every team within the company would be participating in Level 10 Meetings.
Hi, great video! I learned a lot from you today.
One of the core things here is that sometimes, identifying priorities takes more time than finding the solutions. Which part of this method defines who or how you identify what drives the urgency or priority of the topics to solve?
Each department/manager sees priorities in a different way and sometimes, the actual solution clashes across teams, hence my question.
Great question! There isn't one right answer for this because the needs of the business are constantly changing. As a general rule of thumb, you want to focus on things that are time-sensitive (like another department needs the approval to move forward on a project for example), topics related to your Rocks, and from there, determine what can be solved in your meeting that is going to get you closer to your 1-Year Goal.
Most Issues should be solved with an actionable solution (i.e. a to-do for a team member), but there are times when you may need to create a 2-week to-do or even push something off to your V/TO so you can discuss it in a deeper capacity and create a Rock around it.
There are always going to be slightly different opinions on what's "priority" but it's important to remember that these L10s are for the Greater Good of the Organization, so every Issue focused on and solved should reflect that. Egos and personal vendettas need to be checked at the door (or virtual door if you're remote!)
We hope this helps!
This video might shed a little bit more light on your question as well: ua-cam.com/video/e5yE0yD2T3I/v-deo.html
You said we should join the meeting 5 min early. But when a previous meeting goes right up to the 90 min mark, how does one do this?
For example if I had 2 90 minute meetings that ran back to back.
Building in buffer and decompression time after your meetings can help break up those 90 minutes. There's no hard and fast rule for the optimal amount of time in between meetings but, 15 minutes is a great place to start!
Quick question: let's say there's 3 items on the issue list, but due to time constraints only one ends up being IDS'd. What happens to the remaining 2 items on the list? Are they automatically postponed to next week's L10 and/or addressed at the end of the recap at all?
You solve issues based on priority and the unsolved ones moved to next week.
I'm working in a not for profit organisation filled with unpaid volunteers. What do you think of reducing the IDS segment to 25 minutes. (So my meeting is 60 minutes long).
While we wouldn't recommend shortening the length at all, we would recommend allocating as much time as possible to IDS, as that's where you'll spend the bulk of your time. You'd be surprised at how often you'll walk away wishing you had a lot more time for IDS.
@EOSWorldwide ok, thank you for the reply.
We do it all the time. Works great
What's the difference from issues and to-dos
Issues are something discussed as a part of IDS in your L10. To-dos are the actions that need to be taken as a part of the solve for whatever Issue you were solving!
what's the different between Rock and Headline?
A Rock is one of your 90-day goals. A headline is just a quick update applicable to everyone in the meeting like upcoming PTO or a great customer win.
Also, on time is on time. You want someone there earlier tou pay them earlier
We sure hope so!
🌟🌟🌟🌟
Sounds like they took Lencioni's model and called it theirs.
We work closely with Patrick Lencioni and have previously featured him as our keynote speaker at our annual conference! Our ideologies overlap quite a bit due to our close relationship. We regularly encourage our EOS Implementers to work Lencioni’s trust builder exercises into their sessions!