---
name: EOS Scorecard & L10 Expert
description: L10 meeting, EOS scorecard, Rock tracking, weekly metrics, quarterly planning, IDS, issues list, accountability chart, VTO, traction, GWC, people analyzer, delegate and elevate, EOS tools, meeting facilitation.
agent: eos-scorecard-analyst
---

# EOS Scorecard & L10 Expert

Comprehensive reference for implementing, facilitating, and optimizing the Entrepreneurial Operating System (EOS) at Sunrise Communities. Covers all Six Key Components, meeting facilitation, scorecard design, Rock management, and the full EOS toolbox.

**Primary sources:** *Traction* by Gino Wickman (2012), *What the Heck Is EOS?* by Gino Wickman and Tom Bouwer (2017), EOS Worldwide official methodology (eosworldwide.com), EOS One platform documentation. Research current as of March 2026.

**Companion agent:** `eos-scorecard-analyst` handles execution (building scorecards, pulling data, formatting reports). This skill provides the methodology framework, facilitation guidance, and decision logic that agent relies on.

---

## Table of Contents

1. [EOS Overview](#eos-overview)
2. [Scorecard Design](#scorecard-design)
3. [L10 Meeting Mastery](#l10-meeting-mastery)
4. [Rock Setting and Tracking](#rock-setting-and-tracking)
5. [IDS Framework](#ids-framework)
6. [Quarterly Planning Sessions](#quarterly-planning-sessions)
7. [Annual Planning Sessions](#annual-planning-sessions)
8. [Accountability Chart](#accountability-chart)
9. [Process Documentation](#process-documentation)
10. [Vision/Traction Organizer](#visiontraction-organizer)
11. [Decision Trees](#decision-trees)
12. [Common EOS Implementation Pitfalls](#common-eos-implementation-pitfalls)
13. [Sunrise EOS Status](#sunrise-eos-status)
14. [L10 Prep Packet Template](#l10-prep-packet-template)
15. [Output Formats](#output-formats)
16. [References](#references)

---

## EOS Overview

### The Six Key Components

EOS is built on strengthening six interdependent components. Every tool, meeting, and process maps back to one of these. Used by 250,000+ businesses worldwide.

| Component | What It Solves | Key Tools | Health Question |
|-----------|---------------|-----------|-----------------|
| **Vision** | Everyone aligned on where we're going | V/TO, Core Values, Core Focus, 10-Year Target | Can every employee state the company vision? |
| **People** | Right people in right seats | Accountability Chart, People Analyzer, GWC, Delegate and Elevate | Does every person share our values AND GWC their seat? |
| **Data** | Running on facts, not feelings | Scorecard, Measurables | Do we have 5-15 weekly numbers that give us a pulse? |
| **Issues** | Problems get solved, not recycled | Issues List, IDS | Are issues being permanently resolved (not band-aided)? |
| **Process** | Consistent delivery, scalable operations | 3-Step Process Documenter, Core Processes | Are our core processes documented and followed by all? |
| **Traction** | Execution discipline, accountability | Rocks, To-Dos, Meeting Pulse | Are we completing 80%+ of Rocks and 90%+ of To-Dos? |

### The EOS Meeting Pulse

The heartbeat of EOS is a nested cadence of meetings that connect long-term vision to weekly execution:

```
ANNUAL (2 days)                    Sets vision, 1-year goals, annual Rocks
    |
    v
QUARTERLY (1 day, 4x/year)        Reviews quarter, sets 90-day Rocks, resolves big issues
    |
    v
WEEKLY L10 (90 min, 52x/year)     Reviews scorecard, Rocks, To-Dos; IDS on current issues
    |
    v
DAILY HUDDLE (optional, 10 min)   Quick sync on priorities and blockers
```

**How they connect:**
- Annual session produces the V/TO, 1-year plan, and Q1 Rocks
- Quarterly sessions review V/TO alignment, score Rock completion, set next quarter's Rocks
- Weekly L10s track Rocks (on/off track), review scorecard numbers, and IDS issues that surface
- Issues that cannot be solved in L10 get elevated to the quarterly Issues List
- Scorecard trends over 13 weeks reveal patterns discussed at quarterly sessions

### Implementation Timeline

For teams self-implementing (no external EOS Implementer):

| Phase | Timing | Focus | Output |
|-------|--------|-------|--------|
| **Focus Day** | Week 1 | Accountability Chart, Scorecard, Rocks, L10 structure | Basic operating tools in place |
| **Vision Building 1** | Week 5 (30 days later) | V/TO pages 1-2 (Core Values through Marketing Strategy) | Strategic alignment document |
| **Vision Building 2** | Week 9 (30 days later) | Complete V/TO (3-Year Picture, 1-Year Plan, Rocks) | Full V/TO plus first quarterly Rocks |
| **Quarterly Pulsing** | Ongoing (every 90 days) | Review and reset | Continuous improvement cycle |

**Reality check for small teams:** Full EOS implementation takes 90-180 days to solidify, and 2+ years to master. The first 2-3 quarters feel mechanical. That is normal. Discipline precedes mastery.

---

## Scorecard Design

### Purpose

The Scorecard gives the leadership team a weekly pulse on the business using 5-15 numbers. It replaces gut feelings with objective data and surfaces problems before they become crises. A good Scorecard tells you where you stand without opening a single report.

### Choosing Measurables: The Selection Framework

**Step 1: Identify activity-based metrics you can control**

Not "revenue" (lagging, outcome) but "proposals sent" (leading, controllable). Every seat on the Accountability Chart should own at least one number.

**Step 2: Balance leading and lagging indicators**

| Type | Definition | Example | Value |
|------|-----------|---------|-------|
| **Leading** | Predicts future results; activity you can influence NOW | Calls made, applications processed, tours given | Early warning; time to course-correct |
| **Lagging** | Confirms past results; outcome already happened | Revenue, occupancy %, NOI | Validates that leading activities worked |

**Rule of thumb:** At least 50% of Scorecard measurables should be leading indicators. If your Scorecard is all lagging indicators, you are driving by looking in the rearview mirror.

**Step 3: Apply the "So What?" test**

For each proposed measurable, ask: "If this number is off track, would I change something this week?" If no, it does not belong on the weekly Scorecard. It may belong on a monthly or quarterly dashboard instead.

### Measurable Design Principles

| Principle | Right | Wrong |
|-----------|-------|-------|
| **One owner** | "Sam owns delinquency rate" | "The team watches delinquency" |
| **Clear goal** | ">= 95% collection rate" | "Good collections" |
| **Weekly cadence** | "Move-ins this week" | "Annual move-in total" (review monthly) |
| **Binary on/off track** | Goal is 5; actual is 3 = OFF TRACK | "Trending okay" (subjective) |
| **Absolute or directional** | ">= 90%" or ">= 5/week" | "Better than last quarter" (relative) |

### Scorecard Structure

```
| Measurable | Owner | Goal | W1 | W2 | W3 | W4 | W5 | W6 | W7 | W8 | W9 | W10 | W11 | W12 | W13 |
```

**13-week trailing view.** This reveals trends that a single week cannot. Three consecutive weeks off-track on the same measurable = mandatory IDS topic.

### Setting Goals for Measurables

**Stretch but achievable.** A goal that is hit 100% of weeks is too easy; one hit 40% of weeks is demoralizing. Target 70-80% on-track weeks for a well-calibrated measurable.

**Methods for establishing goals:**
1. **Historical baseline:** Average of last 13 weeks + modest improvement
2. **Benchmark:** Industry standard (e.g., MHP occupancy benchmarks)
3. **Reverse engineering:** If annual target is X, weekly run rate must be Y
4. **Gut + data:** Leadership sets initial goal, then adjusts after 4 weeks of data

### Sunrise Communities Scorecard Categories

#### Asset Management Scorecard (LIVE)

| Measurable | Owner | Goal | Type | Frequency |
|-----------|-------|------|------|-----------|
| Portfolio Occupancy % | AM Director | >= 90% | Lagging | Weekly |
| Same-Store NOI Growth | CFO | 5% YoY | Lagging | Monthly |
| Delinquency Rate | AM Director | < 3% | Lagging | Weekly |
| Work Orders Completed % | Ops | >= 95% | Leading | Weekly |
| Move-Ins MTD | Leasing | [Goal by property] | Leading | Weekly |
| Move-Outs MTD | Ops | < [Goal] | Lagging | Weekly |
| Collection Rate | AM Director | >= 98% | Lagging | Weekly |
| Lot Rent Increase Letters Sent | AM Director | Per schedule | Leading | Weekly |
| Maintenance Response Time (avg hrs) | Ops | < 24 hrs | Leading | Weekly |

#### Acquisitions Scorecard

| Measurable | Owner | Goal | Type | Frequency |
|-----------|-------|------|------|-----------|
| Deals Reviewed | Acq Dir | >= 10/week | Leading | Weekly |
| LOIs Submitted | Acq Dir | >= 2/month | Leading | Weekly |
| Deals Under Contract | Acq Dir | >= 1/quarter | Lagging | Weekly |
| Pipeline Value | Acq Dir | >= $50M | Leading | Weekly |
| Days to Close (active deals) | Acq Dir | < 90 days | Lagging | Per deal |
| Broker Relationships Touched | Acq Dir | >= 5/week | Leading | Weekly |

#### Investor Relations Scorecard

| Measurable | Owner | Goal | Type | Frequency |
|-----------|-------|------|------|-----------|
| New Investor Calls | IR | >= 5/week | Leading | Weekly |
| Qualified Leads Added | IR | >= 3/week | Leading | Weekly |
| Capital Committed MTD | IR | [Monthly target] | Lagging | Weekly |
| Investor Updates Sent | IR | 100% on-time | Leading | Monthly |
| Follow-Up Touches (existing investors) | IR | >= 10/week | Leading | Weekly |

#### IT/Operations Scorecard (Proposed)

| Measurable | Owner | Goal | Type | Frequency |
|-----------|-------|------|------|-----------|
| Open Tickets > 48 hrs | IT | 0 | Leading | Weekly |
| Vendor Spend vs Budget | IT | Within 5% | Lagging | Weekly |
| System Uptime % | IT | >= 99.5% | Lagging | Weekly |
| Automation Tasks Deployed | IT | >= 1/week | Leading | Weekly |
| Software License Utilization | IT | >= 80% | Lagging | Monthly |

### When to Change Measurables

- **Add** when a new strategic priority requires visibility (e.g., waste controls initiative)
- **Remove** when a measurable has been consistently on-track for 13+ weeks AND is no longer a strategic priority
- **Adjust the goal** when it has been hit 13 of 13 weeks (raise it) or missed 10+ of 13 (lower it or IDS the root cause)
- **Review all measurables** at the quarterly planning session; this is the formal change window

---

## L10 Meeting Mastery

### Why "Level 10"

The name comes from the meeting rating: every L10 ends with each participant rating the meeting 1-10. The goal is for meetings to consistently score 8-10. Below 8 signals a facilitation or engagement problem that itself becomes an IDS topic.

### The 90-Minute Agenda (Non-Negotiable)

| # | Section | Time | What Happens | Facilitation Notes |
|---|---------|------|-------------|-------------------|
| 1 | **Segue** | 5 min | Each person shares one personal and one professional good thing from the past week | Sets positive tone. No discussion, no problem-solving. Just share. Go around the table. |
| 2 | **Scorecard Review** | 5 min | Review each measurable: on track or off track | Owner says the number. Facilitator marks on/off. NO discussion here. Off-track items drop to Issues List. |
| 3 | **Rock Review** | 5 min | Each Rock: on track or off track | Simple yes/no. Do NOT discuss solutions here. Off-track Rocks drop to Issues List. |
| 4 | **Customer/Employee Headlines** | 5 min | Good or bad news about customers or employees | One sentence each. Not a discussion. Drop issues to the list. |
| 5 | **To-Do Review** | 5 min | Review 7-day To-Dos from last week: done or not done | Target 90%+ completion rate. NOT done = automatically re-listed or becomes an Issue. |
| 6 | **IDS** | 60 min | Identify, Discuss, Solve the top 3 issues | The heart of the meeting. See IDS Framework section. |
| 7 | **Conclude** | 5 min | (a) Recap new To-Dos, (b) Cascading messages, (c) Rate 1-10 | Cascading messages = what does the team need to communicate to their direct reports? |

**Total: 90 minutes. Not 89. Not 91.**

### Facilitation Best Practices

**The Facilitator Role:**
- Keeps time ruthlessly (visible timer recommended)
- Moves the group through the agenda; does not let any section overrun
- Participates in discussion but prioritizes process over personal opinions
- Calls out tangents immediately
- Ensures quieter team members speak during IDS

**The Scribe Role:**
- Captures new To-Dos (who, what, 7-day deadline)
- Updates Issues List (adds new, removes solved)
- Records scorecard numbers
- Documents IDS outcomes

**Both roles should rotate** every quarter so the muscle develops across the team.

### Common L10 Mistakes and Fixes

| Mistake | Symptom | Fix |
|---------|---------|-----|
| **Discussing during Scorecard Review** | Scorecard takes 15+ min | Facilitator says "Drop it to the Issues List" and moves on |
| **IDS on every off-track item** | Only 1 issue gets solved in 60 min | Prioritize: vote on top 3, IDS those, let rest wait |
| **No tangent control** | Conversations wander; meeting runs long | Use "Tangent Alert!" or "Squirrel!" — lighthearted but firm redirect |
| **Same issues recycling weekly** | Issues List has items older than 3 weeks | The Solve step was weak. Re-IDS with focus on root cause and concrete To-Do |
| **Meeting starts late** | Disrespects everyone's time; sets bad precedent | Start on time regardless of who is missing. No recaps for latecomers. |
| **Skipping the rating** | No feedback loop on meeting quality | Always rate. Below-8 averages become an IDS topic next week. |
| **Solving in Headlines** | Customer/Employee section takes 15+ min | One sentence only. Facilitator enforces "That sounds like an Issue — add it to the list" |
| **Leader dominates IDS** | Other perspectives not heard | Facilitator explicitly asks each person before moving to Solve |
| **To-Dos not specific enough** | "Work on the budget" instead of "Send revised Q2 budget to Mike by Friday" | To-Dos must have: WHO does WHAT by WHEN |

### Meeting Norms to Establish

Post these in the meeting room or shared document:

1. Start and end on time. Every time.
2. No devices unless actively contributing to discussion.
3. Be present (not working on email during Segue).
4. Say the real thing. No politics, no sugarcoating.
5. Silence = agreement. Speak now or own the decision.
6. One conversation at a time.
7. Attack the issue, not the person.
8. What is said in the room stays in the room (except Cascading Messages).

### L10 Rating Interpretation

| Rating | Meaning | Action |
|--------|---------|--------|
| 10 | Perfect meeting | Celebrate and replicate |
| 8-9 | Great meeting, minor room for improvement | Normal operating range |
| 6-7 | Meeting had issues | Quick debrief: "What would make it an 8?" |
| < 6 | Meeting failed | IDS the meeting format itself next week |

---

## Rock Setting and Tracking

### What Is a Rock?

Named after Stephen Covey's "big rocks" metaphor: if you fill a jar with sand first, the big rocks will not fit. Put the big rocks in first, and the sand fills around them. Rocks are the 3-7 most important things that must get done in the next 90 days to move the company toward its vision.

### Rock Hierarchy

```
Company Rocks (3-7)          Set by leadership team in quarterly session
    |
    v
Individual Rocks (1-3)       Each leadership team member owns Rocks that support company Rocks
    |
    v
Department Rocks (optional)  Cascade to department teams if running departmental L10s
```

### Writing SMART Rocks

Every Rock must pass the SMART test. If a Rock fails any criterion, rewrite it before committing.

| Criterion | Test Question | Example (Good) | Example (Bad) |
|-----------|--------------|-----------------|---------------|
| **Specific** | Could someone outside the company understand what "done" looks like? | "Complete waste inventory with 20+ items and dollar amounts" | "Work on waste" |
| **Measurable** | How will you objectively know it is complete? | "Deliver 3 process maps, 3 playbooks, 3 HOT Canvas docs" | "Improve IR processes" |
| **Achievable** | Can this realistically be done in 90 days given current resources? | "Identify waste sources and capture $25K" | "Eliminate all waste company-wide" |
| **Relevant** | Does this directly support the 1-year plan or company Rocks? | "Software consolidation: $15K minimum savings" (supports NOI growth) | "Redesign company logo" (not a strategic priority) |
| **Timely** | Is there a specific deadline within the quarter? | "By March 17" | "By end of quarter sometime" |

### Rock Format Standard

```
[ACTION VERB] [SPECIFIC OUTCOME] by [DATE]
Owner: [Single name — no committees]
Milestones:
- [ ] Week 1-2: [First milestone — should be achievable quickly to build momentum]
- [ ] Week 3-4: [Second milestone]
- [ ] Week 5-8: [Third milestone — bulk of work happens here]
- [ ] Week 9-12: [Final milestone — completion, review, delivery]
Quality Gate: What constitutes "done"? [Specific deliverables]
Dependencies: [Other Rocks, people, or external factors this depends on]
```

### Rock Status Definitions

| Status | Symbol | Meaning | L10 Action |
|--------|--------|---------|------------|
| **On Track** | Green / checkmark | Will complete by deadline at current pace | "On track" — move on |
| **Off Track** | Red / X | At risk or behind schedule | Drops to Issues List for IDS |
| **Done** | Blue / star | Completed and quality gate met | Announce, celebrate, remove from review |
| **Dropped** | Gray / dash | Leadership decided to deprioritize | Document reason; do NOT silently remove |

### Rock Accountability Rules

1. **Only On Track or Off Track.** No "kinda on track" or "80% done." Binary.
2. **Status is self-reported honestly.** The team must trust each other to flag Off Track early. Punishing early flags kills transparency.
3. **Off Track is not failure.** It is a signal. The failure is not flagging it.
4. **Milestones are checkpoints, not deadlines.** Missing a milestone early = time to adjust. Missing one late = likely Off Track.
5. **80% completion rate is the target.** If 100% of Rocks are done every quarter, they were not ambitious enough. If less than 60% are done, the team is overcommitting or underexecuting.

### Rock vs. To-Do vs. Issue

| Item | Timeframe | Scope | Tracked In |
|------|-----------|-------|------------|
| **Rock** | 90 days | Major initiative, multiple steps | Rock sheet, reviewed weekly in L10 |
| **To-Do** | 7 days | Single action, completable in a week | To-Do list, reviewed weekly in L10 |
| **Issue** | Until solved | Problem or opportunity requiring IDS | Issues List, prioritized and IDS'd in L10 |

If someone proposes a Rock that can be done in a week, it is a To-Do. If someone proposes a To-Do that will take a month, it is either an Issue or a Rock.

---

## IDS Framework

### The Discipline of Issue Resolution

IDS (Identify, Discuss, Solve) is EOS's structured approach to permanently resolving issues rather than discussing them endlessly. Most leadership teams spend 80% of meeting time discussing and 20% solving. EOS inverts this.

### The Three Steps In Depth

#### Step 1: IDENTIFY (2-3 minutes)

**Goal:** State the real issue — not the symptom, not the story, not the blame.

**Facilitator asks:** "What is the real issue here?" or "State the issue in one sentence."

**Common identification failures:**
- **Symptom masquerading as issue:** "Delinquency is up" (symptom) vs. "We have no consistent follow-up process for late payments" (issue)
- **Solution masquerading as issue:** "We need to hire another PM" (solution) vs. "Property managers are overloaded, causing maintenance delays" (issue)
- **Multiple issues bundled:** "Our IR process is broken AND we need more investors AND Kate is overwhelmed" — this is 3 issues, not 1

**The "peel the onion" technique:** Keep asking "why" until you reach a root cause. "Delinquency is up" -> "Why?" -> "Late notices went out late" -> "Why?" -> "The person responsible was on vacation with no backup" -> **Issue: No backup process for time-sensitive notices.**

#### Step 2: DISCUSS (3-10 minutes)

**Goal:** Get all relevant perspectives on the table. NO solutions yet.

**Facilitator role during Discuss:**
- Ensure everyone speaks (explicitly ask quieter members)
- Enforce "one conversation at a time"
- Stop tangents immediately ("That's a different issue — add it to the list")
- Stop premature solutioning ("We're still in Discuss — save that")
- Ask: "Does anyone have a different perspective?" and "What are we missing?"

**Tangent management techniques:**
- "Squirrel!" — lighthearted team codeword that someone is going off-topic
- "Tangent Alert" — more direct version
- "Park it" — valid topic but not THIS issue; add to Issues List for later
- Assign a tangent-alerter role (rotates with facilitator/scribe)

**Time discipline:** If Discuss goes past 10 minutes, the issue likely needs to be broken into smaller issues or someone is re-identifying mid-discuss.

#### Step 3: SOLVE (2-5 minutes)

**Goal:** Commit to a specific action. Every Solve must produce a To-Do with WHO, WHAT, and WHEN (7-day default).

**Solve quality checklist:**
- [ ] Is there a single owner? (Not "the team" — one name)
- [ ] Is the action specific? ("Send revised waste report to Sam by Friday" not "look into waste")
- [ ] Is it a 7-day action? (If not, it might be a Rock, not a To-Do)
- [ ] Does this address the root cause identified in Step 1? (Not a band-aid)
- [ ] Does the team agree? (Silence = agreement in EOS)

**When IDS does not work:**
- If an issue cannot be solved in one IDS cycle, it may be a Rock (too big for a To-Do)
- If an issue keeps coming back after being "solved," the root cause was not truly identified
- If the team cannot agree on a solution, the Integrator (or whoever is accountable) makes the call

### Prioritizing the Issues List

Before IDS begins, the team votes on the top 3 issues for the session. Method:

1. Read through the full Issues List (do NOT discuss yet)
2. Each person picks their top 3 (show of hands or dots)
3. Start IDS with the highest-voted issue
4. If you finish top 3 with time remaining, move to #4

**Issues List hygiene:**
- Remove solved issues immediately
- Combine duplicates before voting
- Items older than 4 weeks that never get prioritized should be challenged: "Is this really an issue, or should we drop it?"
- Keep the list visible between meetings (shared doc, EOS One, or whiteboard)

### IDS Facilitation Cheat Sheet

```
FACILITATOR SCRIPT:

"Let's IDS. Looking at our Issues List, everyone pick your top 3."
[Vote, rank]

"Issue #1: [Read it]. [Owner], state the real issue in one sentence."
[Owner identifies]

"Does everyone agree that's the real issue?"
[If no, refine. If yes, proceed.]

"Let's discuss. [Name], what's your perspective?"
[Go around. Manage tangents. 10 min max.]

"What's the solve? What's the To-Do, who owns it, and when?"
[Capture To-Do. Confirm agreement.]

"Okay, that issue is solved. Moving to Issue #2."
```

---

## Quarterly Planning Sessions

### Purpose

The quarterly session is where the 90-day world resets. It is the bridge between the annual vision and weekly execution. Teams review the past quarter honestly, celebrate wins, confront what did not work, and commit to the next quarter's priorities.

### Timing and Logistics

- **When:** Last week of the quarter or first week of the new quarter
- **Duration:** Full day (8 hours with breaks)
- **Location:** Offsite if possible; no office interruptions
- **Who:** Full leadership team; no partial attendance
- **Devices:** Off or silent; no multitasking

### Pre-Session Preparation (2 Weeks Before)

**Each leadership team member prepares:**
1. Self-assessment of their Rocks (Done / Not Done, and honest why)
2. Updated scorecard numbers for the trailing 13 weeks
3. 2-3 proposed Rocks for the new quarter
4. Issues they want elevated to the quarterly Issues List
5. One thing working well they want to keep doing
6. One thing not working they want to change

**Facilitator prepares:**
1. Printed scorecards with 13-week trends
2. Rock completion summary (% complete, by owner)
3. Prior quarter Issues List (what was solved, what carried over)
4. V/TO for reference (are we still aligned?)
5. Financial performance summary (P&L, budget vs. actual)
6. Proposed agenda with timing

### Full-Day Agenda

| Section | Time | Purpose | Output |
|---------|------|---------|--------|
| **Check-In** | 15 min | Personal/professional best of the quarter | Energy, connection |
| **Review Prior Quarter Rocks** | 45 min | Score each Rock: Done or Not Done. Honest debrief on each Not Done. | Rock completion rate. Lessons learned. |
| **Scorecard Review** | 30 min | 13-week trend analysis. Which measurables are consistently off? | Identify systemic issues vs. one-off misses |
| **V/TO Review** | 15 min | Are we still aligned with Core Values, Core Focus, 10-Year Target? | Confirm or flag needed V/TO updates |
| **1-Year Plan Check** | 15 min | Are we on pace for annual goals? | Recalibrate annual targets if needed |
| **BREAK** | 15 min | | |
| **SWOT Update** | 30 min | Strengths, Weaknesses, Opportunities, Threats | Updated strategic awareness |
| **Employee/Customer Headlines** | 15 min | Key people or customer developments | Flag items for Issues List |
| **LUNCH** | 60 min | | |
| **Set New Quarter Rocks** | 90 min | Draft, debate, and commit to 3-7 company Rocks + individual Rocks | Rock sheet for new quarter |
| **Update Scorecard** | 15 min | Add, remove, or adjust measurables and goals | Updated Scorecard template |
| **BREAK** | 15 min | |  |
| **IDS (Big Issues)** | 60 min | Tackle strategic issues too big for weekly L10 | Solved issues with To-Dos or new Rocks |
| **Next Steps and Cascading** | 15 min | What do we communicate to the company? Action items. | Communication plan |
| **Rate the Session** | 5 min | 1-10 rating | Facilitation feedback |

### Setting Rocks: The Quarterly Session Process

1. **Review company 1-year goals.** What must happen THIS quarter to stay on pace?
2. **Brainstorm.** Each person shares their 2-3 proposed Rocks (prepared in advance).
3. **Debate alignment.** Does each proposed Rock clearly advance a 1-year goal or solve a critical issue?
4. **Limit scope.** 3-7 company Rocks. 1-3 per individual. If you have 12 proposed Rocks, you are not prioritizing.
5. **SMART check.** Read each Rock aloud. Does it pass all 5 SMART criteria?
6. **Assign single owners.** Even if multiple people contribute, one person is accountable.
7. **Set milestones.** Break each Rock into 4 checkpoint milestones (weeks 1-2, 3-4, 5-8, 9-12).
8. **Commitment.** Each owner verbally commits: "I own this Rock and will deliver it by [date]."

### Quarterly Conversation (5-5-5)

Separate from the group planning session, each leader has a 1-on-1 quarterly conversation with each direct report using the 5-5-5 format:

| Element | What You Review | Rating |
|---------|----------------|--------|
| **5 Core Values** | Rate the employee on each Core Value | +, +/-, or - |
| **5 Roles** (from Accountability Chart seat) | Are they executing each role? | +, +/-, or - |
| **5 Rocks** (their individual Rocks) | Status of each Rock | On Track / Off Track / Done |

**Plus:** GWC assessment — Do they still Get it, Want it, and have the Capacity?

**Duration:** 15-30 minutes per person. Informal but structured. This is not a performance review — it is a check-in.

---

## Annual Planning Sessions

### Purpose

The annual session resets the full strategic picture. It is the most important meeting of the year: where the leadership team steps back from daily operations to confirm or update the vision, set the year's goals, and commit to Q1 Rocks.

### Format: Two Full Days, Offsite

**Why offsite:** Eliminates operational interruptions. Changes the mental context. Signals importance.

**Who attends:** Full leadership team only. No partial attendance. No substitutes.

### Day 1 Agenda: Reflection and Vision

| Section | Time | Purpose |
|---------|------|---------|
| **Personal Check-In** | 20 min | Each person shares biggest personal and professional win of the year |
| **State of the Company** | 20 min | CEO/Owner gives honest assessment: wins, losses, position |
| **Meeting Framework** | 10 min | Review agenda, set ground rules (phones off, full participation, healthy debate) |
| **Review Prior Year Goals** | 30 min | Score each goal: Done or Not Done. Honest debrief. |
| **Team Health Assessment** | 30 min | Organizational Checkup: rate each EOS component 1-10 |
| **BREAK** | 15 min | |
| **SWOT Analysis** | 60 min | Full Strengths-Weaknesses-Opportunities-Threats review |
| **LUNCH** | 60 min | |
| **V/TO Review (Vision Side)** | 90 min | Core Values check, Core Focus check, 10-Year Target update, Marketing Strategy |
| **BREAK** | 15 min | |
| **V/TO Review (Traction Side)** | 60 min | 3-Year Picture update, preliminary 1-Year Plan discussion |
| **Day 1 Wrap-Up** | 15 min | Key takeaways, homework for Day 2 |

### Day 2 Agenda: Planning and Execution

| Section | Time | Purpose |
|---------|------|---------|
| **Check-In** | 15 min | Energy check, Day 1 reflections |
| **Finalize 1-Year Plan** | 60 min | Revenue target, profit target, 3-7 annual goals, annual measurables |
| **BREAK** | 15 min | |
| **Set Q1 Rocks** | 90 min | Company and individual Rocks for the first quarter |
| **LUNCH** | 60 min | |
| **IDS (Strategic Issues)** | 120 min | Tackle the biggest issues surfaced during SWOT and V/TO review |
| **BREAK** | 15 min | |
| **Update Accountability Chart** | 30 min | Any seat changes, new hires needed, seat eliminations |
| **Update Scorecard** | 15 min | New measurables for the year |
| **Communication Plan** | 15 min | What do we tell the company? How and when? |
| **Next Steps** | 15 min | Recap all To-Dos, confirm Q1 Rock ownership |
| **Rate the Session** | 5 min | 1-10 |

### Annual Goal Quality Check

Each annual goal should answer "yes" to all of these:
- Does it directly support the 3-Year Picture?
- Is it measurable (will we know objectively if we hit it)?
- Is it achievable with current resources plus realistic hires?
- Does it have a single owner on the leadership team?
- Can it be broken into quarterly milestones?

---

## Accountability Chart

### Purpose

The Accountability Chart replaces the traditional org chart. Instead of "who reports to whom," it defines "who is accountable for what." Every function in the company must sit in a defined seat. Every seat must have one (and only one) owner.

### Structure

```
VISIONARY
(Big ideas, culture, key relationships, creative problem-solving)
        |
INTEGRATOR
(Runs the business day-to-day, executes the vision, manages leadership team)
        |
    ----|-------|-------|-------|
    |         |        |       |
  SALES   OPERATIONS  FINANCE  [Other functions]
```

### Building the Chart: Function First, People Second

**Critical principle:** Design the chart around the functions the business NEEDS, not around the people you currently HAVE. If you build around people, the structure breaks when someone leaves.

**Steps:**
1. Start with the three major functions every company needs (Sales/Marketing, Operations, Finance)
2. Add other functions specific to your business (e.g., Acquisitions, Investor Relations, IT)
3. Define 5 key roles (responsibilities) for each seat
4. THEN place people into seats
5. One person can sit in multiple seats (common in small companies), but each seat has only one owner

### The Five Roles Per Seat

Each seat on the Accountability Chart has approximately 5 key roles — the most important responsibilities of that seat. These are not a job description. They are the 5 things that, if done well, mean the seat is working.

**Example: IT Director Seat**
1. Manage technology infrastructure and vendor relationships
2. Ensure system uptime and data security
3. Execute software consolidation and cost optimization
4. Support operational teams with technology solutions
5. Drive automation and AI initiatives aligned with strategic goals

### GWC: Get It, Want It, Capacity to Do It

For every person in every seat, evaluate three dimensions:

| Dimension | What It Means | Warning Signs of a "No" |
|-----------|--------------|------------------------|
| **Get It** | Truly understands the role, the company, the culture, the systems | Constantly needs things re-explained; makes decisions that do not align with how the company works |
| **Want It** | Genuinely motivated by and engaged in this specific role | Complains about core responsibilities; does minimum; eyes light up talking about something else |
| **Capacity** | Has the skills, time, physical, emotional, and intellectual bandwidth | Consistently overwhelmed; skill gaps that training has not closed; cannot handle the volume |

**All three must be YES.** A "no" on any one means the person is in the wrong seat.

**GWC is not a judgment of the person's worth.** A brilliant person who does not "Want It" is in the wrong seat, not a bad employee. The conversation is: "Where is the right seat for you?"

### The People Analyzer

Combines Core Values alignment with GWC assessment:

```
| Name | [CV1] | [CV2] | [CV3] | [CV4] | [CV5] | GWC |
|------|-------|-------|-------|-------|-------|-----|
| Sam  |   +   |   +   |  +/-  |   +   |   +   | YYY |
| Kate |   +   |   +   |   +   |   +   |  +/-  | YYY |
```

**Rating scale for Core Values:**
- **+** = Most of the time (exhibits the value consistently)
- **+/-** = Sometimes (inconsistent)
- **-** = Rarely (does not exhibit the value)

**The Bar:** Set a minimum standard. Common bar: "No minuses, no more than one +/-." Anyone below the bar needs a Quarterly Conversation about improvement or transition.

### Right Person, Right Seat

| | Right Seat (GWC = YYY) | Wrong Seat (any N in GWC) |
|---|---|---|
| **Right Person** (above the bar on Core Values) | Keep and develop | Find the right seat or create one if the business needs it |
| **Wrong Person** (below the bar on Core Values) | Coach up within 30-90 days; if no change, coach out | Must transition out; values misalignment + seat misfit = no path forward |

### Delegate and Elevate

A complementary tool for leaders to optimize their time. List every task you do in a week, then categorize:

| Quadrant | Description | Action |
|----------|-------------|--------|
| **Love/Great** | You love doing it AND you are great at it | ELEVATE: Spend more time here |
| **Like/Good** | You like it and are good at it | KEEP for now; delegate when possible |
| **Don't Like/Good** | Good at it but it drains you | DELEGATE: Train someone else |
| **Don't Like/Not Good** | Neither enjoy it nor excel at it | ELIMINATE or delegate immediately |

**Goal:** Spend 80%+ of your time in the top quadrant. This is how leaders scale without burning out.

---

## Process Documentation

### The Process Component

Most companies have their processes in people's heads. When that person leaves, the process leaves with them. The Process Component ensures your core processes are documented, simplified, and followed by all.

### Identifying Core Processes

Every company has a handful of core processes that represent the 20% that drives 80% of results. Common core processes:

| Process | What It Covers |
|---------|---------------|
| **HR Process** | Hiring, onboarding, reviewing, transitioning |
| **Sales/Marketing Process** | Lead generation through close |
| **Operations Process** | Day-to-day service delivery |
| **Accounting/Finance Process** | Billing, collections, reporting |
| **Customer Retention Process** | Ongoing service, renewals, satisfaction |

**For Sunrise Communities specifically:**
- Acquisition Process (deal sourcing through close)
- Investor Relations Process (lead through commitment through ongoing communication)
- Property Management Process (resident lifecycle: application through move-out)
- Maintenance Process (work order through completion through follow-up)
- Rent Increase Process (analysis through notice through collection)
- Month-End Close Process (data collection through reporting through distribution)

### The 3-Step Process Documenter

**Step 1: IDENTIFY** your handful of core processes (typically 5-10). Name each one with your company's branding (e.g., "The Sunrise Way" for operations).

**Step 2: DOCUMENT** each process at the 20/80 level:
- Major steps only (not every sub-task)
- Each process should fit on 1-5 pages
- Chronological/linear flow
- Each major step has 1-5 bullet points for who/what/where/when/how
- Written so a competent new hire could follow it

**Step 3: PACKAGE** all core processes so they are:
- Easy to find (central location, not scattered across drives)
- Easy to update (living documents, not laminated posters)
- Trained and practiced (not just documented)

### Documentation Template

```
## [PROCESS NAME]: The Sunrise Way
### Version: [X.X] | Owner: [Name] | Last Updated: [Date]

### Purpose
[One sentence: why this process exists and what it accomplishes]

### Steps

1. **[Step Name]**
   - Who: [Role/seat responsible]
   - What: [Action description]
   - When: [Timing/trigger]
   - Tool: [System or tool used]
   - Output: [What this step produces]

2. **[Step Name]**
   [Same structure]

...

### Exceptions
[Common exceptions and how to handle them]

### Metrics
[How you measure this process is working: cycle time, error rate, etc.]
```

### The "Followed by All" Test

Documentation without compliance is decoration. Process compliance is checked through:
1. **Observation:** Watch people do the process; compare to documentation
2. **Audit:** Spot-check outputs for consistency
3. **Measurement:** Track process metrics on the Scorecard
4. **Feedback:** Ask team members if the documented process matches reality (it often drifts)

---

## Vision/Traction Organizer

### Structure: Two Pages, Eight Questions

The V/TO is a living two-page document that captures your entire strategic plan. Page 1 is the Vision side (strategic); Page 2 is the Traction side (execution).

### Page 1: The Vision Side

| Question | What It Captures | How to Answer |
|----------|-----------------|---------------|
| **1. Core Values** | 3-7 non-negotiable principles that define your culture | Identify the people who embody your culture. What traits do they share? Those are your Core Values. |
| **2. Core Focus** | Your "why" (purpose/cause/passion) + your "what" (niche) | Purpose = Why do we exist beyond making money? Niche = What do we do better than anyone? |
| **3. 10-Year Target** | One bold, audacious goal | Revenue target, unit count, market position, or impact metric. Must be energizing. |
| **4. Marketing Strategy** | Target market, 3 uniques, proven process, guarantee | Who is your ideal customer? What 3 things differentiate you? What is your repeatable process? What do you guarantee? |

### Page 2: The Traction Side

| Question | What It Captures | How to Answer |
|----------|-----------------|---------------|
| **5. 3-Year Picture** | What the company looks like in 3 years | Revenue, profit, measurables, "what does it look like" description. Vivid enough to visualize. |
| **6. 1-Year Plan** | This year's goals and budget | Revenue target, profit target, 3-7 measurable goals. |
| **7. Quarterly Rocks** | This quarter's 3-7 priorities | SMART Rocks with owners and deadlines. |
| **8. Issues List** | Known problems and opportunities | Long-term issues that are too big for weekly L10 but need to be tracked. |

### The Core Values Speech

Once Core Values are defined, the Visionary (or designated leader) delivers the Core Values Speech in five contexts:

1. **EOS rollout** — to the full company when launching EOS
2. **Quarterly State of the Company** — reinforcement every 90 days
3. **Hiring** — every final-round candidate hears it (90% self-select appropriately)
4. **Performance reviews / Quarterly Conversations** — reinforced through 5-5-5
5. **Vendor and partner relationships** — "This is how we operate"

**Purpose:** People need to hear the same message seven times before they internalize it. The speech, delivered with stories and examples, is how Core Values move from a poster to a lived culture.

### Same Page Meeting

When a new leader joins the company, the Integrator (or Visionary) conducts a Same Page Meeting covering:
- The V/TO (all 8 questions)
- Their seat on the Accountability Chart (5 roles, GWC expectations)
- The Scorecard (their measurables)
- The Meeting Pulse (L10 expectations)
- EOS tools they will use daily

**Goal:** The new leader can explain the company vision, their seat, and their numbers within their first week.

---

## Decision Trees

### Rock Off-Track Decision Tree

```
Rock reported Off Track in L10
    |
    v
Is the owner aware of why it's off track?
    |
    +-- No --> Identify root cause in IDS. Create To-Do to investigate.
    |
    +-- Yes --> Is it a resource issue?
                    |
                    +-- Yes --> Can we reallocate resources this week?
                    |               |
                    |               +-- Yes --> Create To-Do. Monitor next week.
                    |               |
                    |               +-- No --> Escalate: Is the Rock still achievable this quarter?
                    |                               |
                    |                               +-- Yes (with scope reduction) --> Redefine scope. Document change.
                    |                               |
                    |                               +-- No --> Flag for quarterly session. Consider dropping.
                    |
                    +-- No (execution issue) --> Is it a priority conflict?
                                    |
                                    +-- Yes --> Leadership decides which Rock wins. Remove or defer the other.
                                    |
                                    +-- No --> Is the owner GWC-aligned to this Rock?
                                                    |
                                                    +-- Yes --> Break into smaller To-Dos. Weekly accountability.
                                                    |
                                                    +-- No --> Reassign Rock to right person. IDS the staffing gap.
```

### Scorecard Metric Off-Track Decision Tree

```
Measurable off track this week
    |
    v
Is this the first week off track?
    |
    +-- Yes --> Note it. Owner takes corrective action. No IDS needed yet.
    |
    +-- No --> Is this 2 consecutive weeks off track?
                    |
                    +-- Yes --> Add to Issues List. Will be prioritized in next L10 IDS.
                    |
                    +-- No (3+ consecutive weeks) --> MANDATORY IDS this week. This is a trend.
                                |
                                v
                    IDS Output Options:
                    (a) The goal is wrong --> Adjust the goal. Document reasoning.
                    (b) The owner needs support --> Create To-Do for support action.
                    (c) The process is broken --> Create a Rock to fix the process.
                    (d) External factor --> Decide: wait it out or pivot strategy.
                    (e) Wrong owner --> Reassign the measurable.
```

### People Issues Decision Tree

```
Person flagged (by People Analyzer, Quarterly Conversation, or team feedback)
    |
    v
Is this a Right Person issue (Core Values) or Right Seat issue (GWC)?
    |
    +-- Right Person issue (below the bar on Core Values)
    |       |
    |       v
    |   Have they received the Core Values Speech and clear feedback?
    |       |
    |       +-- No --> Deliver feedback. Set 30-day improvement plan. Re-evaluate.
    |       |
    |       +-- Yes --> Has there been meaningful improvement?
    |                       |
    |                       +-- Yes --> Continue monitoring quarterly.
    |                       |
    |                       +-- No --> Coach out. "Three-strike" compassion process.
    |
    +-- Right Seat issue (GWC not all Yes)
            |
            v
        Which GWC component is the issue?
            |
            +-- Get It (doesn't understand the role) --> More training/onboarding. Set 30-day milestone.
            |
            +-- Want It (not motivated by this role) --> Explore: Is there another seat? If not, discuss transition.
            |
            +-- Capacity (lacks skill/time/bandwidth) --> Can capacity be built? Training, tools, reduced scope?
                        |
                        +-- Yes --> Invest 30-90 days. Re-evaluate.
                        +-- No --> Find right seat or transition out.
```

---

## Common EOS Implementation Pitfalls

### The 12 Most Common Mistakes (And How Sunrise Avoids Them)

| # | Pitfall | What Happens | Sunrise Mitigation |
|---|---------|-------------|-------------------|
| 1 | **Settling for "good enough"** | Rocks scored "done" at 80% complete. Scorecard goals not enforced. | Quality Gates on every Rock. Binary On/Off Track. No "mostly done." |
| 2 | **Poor communication beyond leadership** | L10 stays in the leadership room. Staff has no visibility. | Cascading Messages in every L10 Conclude. Quarterly State of Company to all staff. |
| 3 | **Building Accountability Chart around people** | Roles change when people leave. Structure collapses. | Design seats around functions first. Then fit people to seats. |
| 4 | **Too many Rocks** | Team commits to 10+ Rocks. Completes 40%. | Hard cap: 3-7 company, 1-3 individual. Push excess to Issues List. |
| 5 | **Inconsistent L10 cadence** | Meetings skipped for "busy weeks." Muscle atrophies. | Non-negotiable weekly meeting. Same day, same time. No exceptions. |
| 6 | **Leader not fully committed** | Visionary skips meetings or does not engage. Team follows suit. | Sam and Carlos both attend and rate every meeting. Lead by example. |
| 7 | **Customizing the system too early** | "Let's skip Segue" or "IDS doesn't work for us" in month 2. | Follow EOS exactly as written for 2+ quarters before any customization. |
| 8 | **Weak IDS discipline** | Issues discussed for 20 minutes with no To-Do. Same issue returns. | Facilitator enforces the three steps. Every IDS produces a To-Do with owner and deadline. |
| 9 | **Scorecard without leading indicators** | All lagging metrics. No early warning system. | Minimum 50% leading indicators. Review balance quarterly. |
| 10 | **No quarterly conversations** | Managers skip 1-on-1s. People issues fester. | 5-5-5 conversations mandatory every quarter. Tracked as a To-Do for each manager. |
| 11 | **Processes documented but not followed** | Beautiful process docs that nobody uses. | Process metrics on the Scorecard. Quarterly process audits. |
| 12 | **Impatience** | Abandon EOS after 2 quarters because "it's not working yet." | Commit to 6+ quarters minimum. Mastery takes 2 years. Measure progress, not perfection. |

### Small Team Adaptations

Sunrise operates with a lean leadership team. EOS was designed for 10-250 employee companies. Adjustments for smaller teams:

| EOS Standard | Small Team Adaptation | Why |
|-------------|----------------------|-----|
| Separate Visionary and Integrator seats | Same person may fill both initially | Hire or develop an Integrator as the team grows |
| Department-level L10s | Single company-wide L10 is sufficient | Add department L10s when departments hit 5+ people |
| 5-15 Scorecard measurables | Start with 5-8, expand as muscle builds | Too many numbers overwhelm a small team |
| Dedicated facilitator/scribe | Rotate among all team members | Everyone learns the discipline |
| Quarterly offsite | Half-day onsite may be practical | Full day offsite is the ideal; do what is sustainable |

---

## Sunrise EOS Status

### Current Implementation Progress (As of Q1 2026)

| Component | Status | Details | Next Step |
|-----------|--------|---------|-----------|
| **Vision (V/TO)** | In Progress | Core Values and Core Focus defined. 10-Year Target set. Marketing Strategy needs refinement. | Complete full V/TO at next annual planning session |
| **People** | Partial | Accountability Chart complete. GWC assessments informal. People Analyzer not yet formalized. | Implement formal 5-5-5 quarterly conversations |
| **Data** | Partial | AM Scorecard live. Acquisitions and IR scorecards in draft. IT scorecard proposed. | Build out remaining scorecards; validate measurables over Q1 |
| **Issues** | Active | Issues List tracked in L10s. IDS happening weekly. | Improve IDS discipline (root cause focus, To-Do quality) |
| **Process** | Early | IR process documentation is Q1 Rock. Other processes informal. | Complete IR docs (Q1 Rock), then prioritize next 2-3 core processes |
| **Traction** | Active | Quarterly Rocks in place. L10 meetings weekly. To-Do tracking active. | Improve Rock completion rate toward 80% target |

### Q1 2026 Rocks

| Rock | Owner | Due | Key Risk | Probability |
|------|-------|-----|----------|-------------|
| Complete IR Department Scalable Full Mapping | Sam (Kate/Chiqui support) | Mar 24 | Depends on Kate/Chiqui velocity | 75% |
| Write Prescription for Each Property with Opportunity Cost | Sam | Mar 24 | No support structure, competing priorities | 50% |
| Waste Controls - Identify Where Waste Exists | Sam (Carlos support) | Mar 24 | Carlos dependency | 80% |
| Software Consolidation | Carlos | Mar 17 | Vendor negotiation timing | 70% |
| Waste Controls System | Carlos | Mar 17 | Sequential dependency on Sam | 75% |
| IR Process Documentation | Kate/Chiqui | Mar 12 | Interview scheduling | 80% |

**Overall Q1 Completion Probability:** 72% (5 of 6 highly likely)

**Highest Risk Rock:** Property Prescriptions (50% on-time probability). Mitigation: scope reduction to top 10 or underperformers only.

### EOS Maturity Assessment

Rate each area 1-10 (1 = not started, 10 = mastered):

| Area | Current Rating | Target (End of 2026) |
|------|---------------|---------------------|
| L10 Meeting Discipline | 6 | 8 |
| Scorecard Coverage | 4 | 7 |
| Rock Completion Rate | 5 | 8 |
| IDS Quality | 5 | 7 |
| Process Documentation | 3 | 6 |
| Quarterly Conversations | 2 | 6 |
| V/TO Completeness | 4 | 7 |
| Accountability Chart Clarity | 6 | 8 |
| Cascading to Full Organization | 3 | 6 |

---

## L10 Prep Packet Template

Generate this before each weekly L10. The `eos-scorecard-analyst` agent can automate portions using RentManager data.

```markdown
## L10 Prep Packet: Week of [DATE]
### Prepared by: [Name] | For: Leadership Team L10

---

### 1. SCORECARD (5 min review)

| Measurable | Owner | Goal | This Week | Status | Trend (3-wk) |
|-----------|-------|------|-----------|--------|---------------|
| [Metric] | [Name] | [Goal] | [Actual] | On/Off | Up/Down/Flat |

**Off-Track Alerts (auto-IDS candidates):**
- [Metric]: Off track [X] consecutive weeks. Root cause: [if known]

**Trend Warnings:**
- [Metric]: On track this week but trending toward miss (3-week decline)

---

### 2. ROCK REVIEW (5 min)

| Rock | Owner | Status | Milestone Check |
|------|-------|--------|-----------------|
| [Rock name] | [Name] | On/Off Track | [Current milestone on/off pace] |

**Rocks Needing IDS:**
- [Rock]: Off track because [reason]. Proposed action: [suggestion]

---

### 3. TO-DO REVIEW (5 min)

| To-Do | Owner | Due | Status |
|-------|-------|-----|--------|
| [Action from last week] | [Name] | [Date] | Done / Not Done |

**Completion Rate:** [X/Y] = [Z]% (Target: 90%+)

---

### 4. CUSTOMER/EMPLOYEE HEADLINES

- [Any resident issues, positive reviews, staff changes, etc.]

---

### 5. ISSUES LIST (for IDS prioritization)

**Carried Over:**
1. [Issue from prior weeks]
2. [Issue from prior weeks]

**New This Week:**
3. [New issue from scorecard/Rocks/headlines]
4. [New issue]

**Suggested Top 3 for IDS:**
1. [Highest impact issue]
2. [Second priority]
3. [Third priority]

---

### 6. CASCADING MESSAGES (from last week — confirm delivered)
- [ ] [Message 1 — was it communicated to the team?]
- [ ] [Message 2]
```

---

## Output Formats

### Weekly Scorecard Report

```markdown
## Scorecard Report: Week of [Date]

### Summary
- **On Track:** X/Y metrics (Z%)
- **Off Track:** A/Y metrics (B%)
- **Week-over-Week:** [Improved/Declined/Stable]

### Off-Track Metrics
| Metric | Goal | Actual | Gap | Owner | Weeks Off | Root Cause |
|--------|------|--------|-----|-------|-----------|------------|
| [Metric] | [Goal] | [Actual] | [Gap] | [Name] | [#] | [Why] |

### 13-Week Trend Highlights
- **Improving:** [Metrics trending positively over 4+ weeks]
- **Declining:** [Metrics trending negatively — early warning]
- **Stable:** [Metrics consistently on track]

### Recommended IDS Topics (from Scorecard data)
1. [Issue surfaced by data] — [Why it matters]
2. [Issue surfaced by data] — [Why it matters]
```

### Rock Status Report

```markdown
## Rock Status: Q[X] [Year] — Week [N] of 13

### Completion Dashboard
| Owner | On Track | Off Track | Done | Total |
|-------|----------|-----------|------|-------|
| [Name] | X | Y | Z | N |

**Company Rock Completion Rate:** [Z/(X+Y+Z)]% done, [X/(X+Y+Z)]% on track

### Rocks Needing Attention
| Rock | Owner | Status | Week Off Track | Blocker | Proposed Action |
|------|-------|--------|---------------|---------|-----------------|
| [Rock] | [Name] | Off Track | [Since week N] | [What's blocking] | [Suggestion] |

### Completed This Quarter
- [Rock] — [Owner] — Completed [Date]

### Milestone Tracker
| Rock | Next Milestone | Due | Status |
|------|---------------|-----|--------|
| [Rock] | [Milestone description] | [Date] | On Pace / Behind |
```

### Quarterly Planning Prep Document

```markdown
## Quarterly Planning Prep: Q[X] [Year]

### Prior Quarter Review
**Rock Completion Rate:** [X]% (Target: 80%)
| Rock | Owner | Result | Notes |
|------|-------|--------|-------|
| [Rock] | [Name] | Done / Not Done | [Brief explanation] |

### Scorecard 13-Week Summary
| Measurable | Owner | Goal | Avg Actual | % On Track | Trend |
|-----------|-------|------|-----------|-----------|-------|
| [Metric] | [Name] | [Goal] | [Avg] | [X/13] | [Direction] |

### SWOT Update
| Strengths | Weaknesses |
|-----------|-----------|
| [Item] | [Item] |

| Opportunities | Threats |
|--------------|---------|
| [Item] | [Item] |

### Proposed Rocks for Next Quarter
| Proposed Rock | Owner | Supports (Annual Goal) | SMART? |
|--------------|-------|----------------------|--------|
| [Rock] | [Name] | [Goal reference] | [Y/N] |

### Issues to Elevate
1. [Strategic issue too big for weekly L10]
2. [Strategic issue]

### V/TO Alignment Check
- Core Values: Still accurate? [Y/N]
- Core Focus: Still accurate? [Y/N]
- 10-Year Target: On pace? [Y/N]
- 1-Year Plan: On pace? [Y/N, with specifics]
```

### L10 Meeting Minutes

```markdown
## L10 Minutes: [Date]
### Attendees: [Names] | Facilitator: [Name] | Scribe: [Name]

**Segue Highlights:**
- [Notable shares]

**Scorecard:** [X/Y on track] — See attached scorecard
**Rocks:** [X/Y on track] — See attached Rock sheet
**To-Do Completion:** [X/Y done] = [Z]%

**Headlines:**
- [Customer/Employee items noted]

**IDS Results:**
| Issue | Root Cause | To-Do | Owner | Due |
|-------|-----------|-------|-------|-----|
| [Issue] | [Root cause identified] | [Action] | [Name] | [Date] |

**New To-Dos:**
| To-Do | Owner | Due |
|-------|-------|-----|
| [Action] | [Name] | [Date] |

**Cascading Messages:**
- [What to communicate to teams]

**Meeting Rating:** [Average] / 10
```

---

## References

### Primary Sources
- Wickman, G. (2012). *Traction: Get a Grip on Your Business.* BenBella Books.
- Wickman, G. & Bouwer, T. (2017). *What the Heck Is EOS?* BenBella Books.
- Wickman, G. (2011). *Get a Grip: An Entrepreneurial Fable.* BenBella Books.
- EOS Worldwide Official Methodology: https://www.eosworldwide.com
- EOS One Platform Documentation: https://eosone.com

### Tools and Templates
- V/TO Template: https://www.eosworldwide.com/vto
- 3-Step Process Documenter: https://www.eosworldwide.com/3-step-process-documenter-download
- People Analyzer: https://www.eosworldwide.com/people-analyzer
- Accountability Chart: https://www.eosworldwide.com/accountability-chart
- Scorecard: https://www.eosworldwide.com/scorecard

### Sunrise-Specific Context
- Q1 2026 Rocks: `/Q1-2026-Rocks/Q1_2026_Rocks_SIMPLE.md`
- Project Tracker: `/PROJECT_TRACKER.md`
- EOS Scorecard Analyst Agent: `~/.claude/agents/eos-scorecard-analyst`
- RentManager MCP (data source for scorecards): `/rentmanager-mcp/`
- Data Dictionary (metric definitions): `/Operations/data-pipeline-consolidation/DATA_DICTIONARY.md`

### Supplementary Reading
- EOS Implementation Guide: https://eosone.com/blog/how-to-implement-eos-yourself-a-complete-guide-to-self-implementation/
- L10 Meeting Deep Dive: https://www.eosworldwide.com/blog/the-level-10-meeting
- IDS Mastery: https://eosone.com/blog/stop-talking-about-problems-and-start-solving-them-a-guide-to-mastering-ids/
- Scorecard Best Practices: https://www.ninety.io/eos/blog/effective-eos-scorecard
- Rock Setting Tips: https://www.eosworldwide.com/blog/tips-writing-smart-rocks
- Common Implementation Mistakes: https://www.eosworldwide.com/implementer-posts/12-common-mistakes-in-self-implementing-eos-and-how-to-avoid-them
- Quarterly Planning Guide: https://eosone.com/blog/mastering-the-90-day-world-how-to-run-game-changing-quarterly-planning-sessions-in-eos/
- Annual Planning Guide: https://eosone.com/blog/the-annual-planning-session-that-changes-everything-your-complete-guide-to-eos-annual-planning/
- Delegate and Elevate: https://www.eosworldwide.com/blog/reclaim-your-time-with-the-delegate-and-elevate-tool
- GWC Assessment: https://www.eosworldwide.com/blog/get-right-person-in-right-seat