traction-eos
Audited by Runlayer on Feb 23, 2026
Malicious tool definition detected
Tool: SKILL.md [2/3] Description: made - Action items are assigned (who + what + when) - Move to next issue **Three types of issues:** | Type | Examples | Action | |------|----------|--------| | **Problems** | Customer churn, team conflict, system outage | IDS → solve | | **Ideas** | New feature, process change, market opportunity | IDS → decide (yes/no/later) | | **Obstacles** | Blocking a rock, resource constraint, dependency | IDS → remove or escalate | **Issues list rules:** - Everyone can a
Tool: SKILL.md [3/3] Description: meeting, never cancel | | **Too many rocks** | No focus, nothing gets done | Max 7 company rocks, 3-7 per person | | **Vague rocks** | Can't tell if done | Write SMART rocks with clear criteria | | **No scorecard** | Managing by gut, surprises | Choose 5-15 weekly numbers | | **Wrong people kept** | Drags entire team down | Use People Analyzer, make tough calls | | **V/TO not shared** | Team doesn't know the vision | Share with entire company | ## Quick Diagnost
Malicious tool definition detected
Malicious tool definition detected
Tool: references/data.md [1/3] Description: # Data Component: Scorecards and Metrics The Data Component replaces gut-feeling management with objective, weekly numbers. When everyone in the leadership team looks at the same 5-15 metrics every week, problems surface weeks earlier, accountability becomes automatic, and decision-making improves dramatically.
Tool: references/data.md [2/3] Description: | G | R | G | G | G | R | G | G | G | G | G | G | | Leads | Alex | 100 | G | R | R | G | G | G | G | G | G | R | G | G | G | | Demos | Jordan | 20 | G | G | G | G | R | G | G | G | G | G | G | R | G | **The 13-week trailing view** is essential.
Tool: references/data.md [3/3] Description: ``` This weekly cycle ensures no problem goes unaddressed for more than one week.
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Tool: references/implementation.md [1/3] Description: # EOS Implementation: The Two-Year Journey Implementing EOS is not a one-day workshop or a one-month project. It is a systematic, two-year journey that transforms how a company operates. This guide covers the complete implementation timeline, session agendas, the choice between self-implementation and using a certified EOS Implementer, getting buy-in, rolling out to the organization, common failures, and the EOS maturity assessment.
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Tool: references/issues.md [3/3] Description: a specific manager who "rules by fear" - That manager's team has the highest performance metrics in the company - Two of the departing employees were identified as high-potential - The manager has been with the company for seven years **Practice questions:** - Is this a right person or right seat issue?
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Tool: references/level-10.md [1/3] Description: # Level 10 Meeting: Complete Facilitation Guide The Level 10 Meeting is the most important meeting in the Entrepreneurial Operating System. It is a weekly, 90-minute leadership team meeting that follows a precise agenda, creates accountability, surfaces issues, and keeps the company on track. When run well, it eliminates the need for most other meetings. This guide covers every section of the agenda, facilitation protocols, rules, and how to consis
Tool: references/level-10.md [2/3] Description: If someone starts telling a story, redirect: "That sounds important. Add it to the Issues List and we'll IDS it." ## Section 5: To-Do List Review (5 Minutes) ### Purpose Review every to-do from the previous week and confirm whether it is done or not done. ### Protocol 1.
Tool: references/level-10.md [3/3] Description: | Discussion jumps from issue to issue without solving any | Facilitator parks tangents: "Good point, adding to the list.
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Tool: references/people.md [1/3] Description: # People Component: Right People, Right Seats The People Component is where most entrepreneurial companies struggle the hardest. Having the right people in the right seats is the single biggest factor in a company's ability to execute its vision.
Tool: references/people.md [2/3] Description: not exhibit this value (<50%) | **The Bar:** Everyone must be "+" on every core value. One "+/-" is a coaching conversation with a 90-day deadline to improve. Two "+/-" or any "-" means this is the wrong person.
Tool: references/people.md [3/3] Description: has a 30-minute conversation with each direct report covering four areas: | Section | Time | Focus | |---------|------|-------| | Core Values Review | 10 min | Rate each value (+, +/-, -).
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Tool: references/process.md [1/3] Description: # Process Component: Core Process Documentation Most companies have processes. Few have them documented. Even fewer have them followed consistently.
Tool: references/process.md [2/3] Description: description with core values requirements. | Approved by hiring manager and Integrator | | 2 | **Source** | Post on 3+ channels. Employee referral bonus active.
Tool: references/process.md [3/3] Description: Secondary processes (ones they interact with) | See + documentation review | Can explain how their work connects to upstream/downstream processes | | 4 | Edge cases and exceptions | Scenario-based practice | Handles 3 of 4 edge case scenarios correctly | ## Quarterly Process Review Cadence Every quarter, each process owner reviews their core process: ### Review Agenda (30 minutes per process) 1.
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Tool: references/rocks.md [1/3] Description: # Rocks: Quarterly Priority-Setting Guide Rocks are the 3-7 most important priorities for the next 90 days. They are the bridge between your annual plan and daily execution. Without rocks, teams default to urgency-driven work, reacting to whatever is loudest instead of progressing toward what matters most.
Tool: references/rocks.md [2/3] Description: reporting package | | People | Hire VP of Sales and complete 90-day onboarding | ### Growth Stage ($5M-$20M revenue, 30-100 employees) | Department | Rock Example | |-----------|-------------| | Sales | Build and launch partner channel generating 20% of pipeline | | Marketing | Achieve 500 MQLs/month through paid and organic channels | | Product | Launch self-serve onboarding reducing implementation time by 60% | | Operations | Achieve 95% on-time del
Tool: references/rocks.md [3/3] Description: mid-quarter: ├── On track → Continue, no action needed ├── At risk → IDS the obstacle, get support, recommit └── Off track → Three options: ├── 1.
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Tool: references/vto.md [1/3] Description: # Vision/Traction Organizer (V/TO) Complete Guide The Vision/Traction Organizer is the single most important document in EOS. It captures your company's vision on two pages by answering eight critical questions. When the leadership team is aligned on the V/TO, every decision becomes clearer, every hire becomes easier, and every meeting becomes more productive.
Tool: references/vto.md [2/3] Description: visualize the steps a customer takes from first contact to long-term relationship. Give it a branded name. **Example: "The Clarity Path"** 1.
Tool: references/vto.md [3/3]