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Templates / Team and management

Level 10 (L10) meeting

Level 10 meeting template

A Level 10 meeting (L10) is the weekly leadership team meeting used in EOS, the Entrepreneurial Operating System. It runs 90 minutes in a fixed order: good news, scorecard, quarterly Rocks, headlines, last week's to-dos, then most of the time on the issues list using IDS (identify, discuss, solve), and a close where everyone rates the meeting from 1 to 10. Your notes only need what was off track, which issues were solved, the new to-dos and the ratings.

Best forLeadership teams of 3 to 8 running on EOS

Meeting length90 minutes, same day and time every week

SectionsScorecard, Rocks, headlines, to-dos, IDS issues, new to-dos, cascading messages, rating

FormatsGoogle Docs, Word, Notion, Markdown

Word Markdown

Weekly Level 10 meeting agenda (90 minutes).docx

Weekly Level 10 meeting agenda (90 minutes)

Day and timeSame every weekFacilitator Scribe

Item	Owner	Time	What we need to leave with
Segue: good news	Everyone	5 min	One personal and one business item each
Scorecard	Each number's owner	5 min	Each number on or off track, off-track ones added to the issues list
Rock review	Each Rock owner	5 min	Each Rock on or off track, off-track ones added to the issues list
Customer and employee headlines	Anyone	5 min	One-sentence headlines, anything needing discussion added to the issues list
To-do list	Facilitator	5 min	Each of last week's to-dos done or not done
IDS: identify, discuss, solve	Facilitator	60 min	Top issues solved in priority order, each with a decision or a to-do
Conclude	Facilitator	5 min	New to-dos read back, messages to cascade, everyone's rating from 1 to 10

Word MarkdownPastes into Google Docs, Word or Notion with headings and tables intact.

Word Markdown

Level 10 meeting notes.docx

Level 10 meeting notes

Date Attendees Absent Facilitator Scribe

Scorecard

Measurable	Owner	Goal	Actual	On or off track
				On / Off (off goes to issues)

Rocks

Rock	Owner	Due	On or off track
			On / Off

Headlines

Customer: one sentence
Employee: one sentence

Last week's to-dos

To-do	Owner	Done or not done

Issues solved (IDS)

Issue as identified	Raised by	Solution or decision	To-do created
The real issue in one sentence

Issues carried to next week

Issue, and why it wasn't reached or solved

New to-dos

To-do	Owner	Due	Done looks like
		Within 7 days

Cascading messages

Message, who tells whom, by when

Meeting rating

Each person's rating from 1 to 10, the average, and what anyone below 8 said would make it better

Word MarkdownPastes into Google Docs, Word or Notion with headings and tables intact.

Word Markdown

EOS quarterly meeting agenda (one full day).docx

EOS quarterly meeting agenda (one full day)

Once a quarter, EOS teams meet for a full day, ideally away from the office, to close out the quarter and set the next one. The times below are a typical split. Adjust them to your team.

Item	Owner	Time	What we need to leave with
Segue: best news and what's working	Everyone	15 min	Everyone present and focused
Review last quarter: numbers and Rocks	Facilitator	30 min	Each Rock marked done or not done, quarter's results on the table
Review the company vision and plan	Leader	60 min	Agreement that the long-term plan still holds, or what changed
Set next quarter's Rocks	Everyone	2 hours	Three to seven company Rocks, each with one owner
Tackle key issues with IDS	Facilitator	2 to 3 hours	The biggest issues solved, the rest on the weekly list
Next steps	Scribe	15 min	Who does what before the first L10 of the quarter
Conclude	Facilitator	15 min	Feedback on the day and everyone's rating

Word MarkdownPastes into Google Docs, Word or Notion with headings and tables intact.

Sumner Mechanical leadership team L10, Oct 27

Filled-in example

Sumner Mechanical leadership team L10, Oct 27

DateTuesday, October 27, 2026, 8:00 to 9:30 amAttendeesGwen Sumner (owner), Raj Malhotra (general manager), Kara Doyle (service manager), Felix Ortiz (install manager), Beth Yancey (office and finance)AbsentNoneFacilitatorRaj MalhotraScribeBeth Yancey

Scorecard

Measurable	Owner	Goal	Actual	On or off track
Weekly revenue	Beth	$95,000	$88,400	Off
Service calls booked	Kara	140	152	On
Replacement quote close rate	Felix	35%	29%	Off (third week)
Callbacks within 30 days	Kara	3 or fewer	5	Off
Receivables over 45 days	Beth	Under $20,000	$17,600	On

Rocks

Rock	Owner	Due	On or off track
Hire 3 service techs	Raj	Dec 31	Off (1 of 3 hired)
Launch maintenance plan renewal reminders	Beth	Dec 31	On
Replacement quotes sent within 48 hours of the visit	Felix	Dec 31	On
Train all techs on the new inspection checklist	Kara	Dec 31	On

Headlines

Customer: the Pruitt family posted a five-star review naming Andre after their furnace replacement on Oct 20.
Employee: Andre Lewis passed his refrigerant handling certification. Service van 7 is in the shop until Thursday.

Last week's to-dos

To-do	Owner	Done or not done
Call the two tech candidates from the job fair	Raj	Done
Pull September callbacks with causes	Kara	Done
Ask the bank about raising the credit line	Beth	Done
Send the updated price book to installers	Felix	Not done
Approve the fall mailer copy	Gwen	Not done

Issues solved (IDS)

Issue as identified	Raised by	Solution or decision	To-do created
Dispatch double-books techs when a customer reschedules	Kara	Until the scheduling software is fixed, the dispatcher rechecks every reschedule by hand at 4 pm each day	Kara opens a support ticket with the software vendor
Close rate is low because quotes go out 4 to 5 days after the visit and customers buy elsewhere	Felix	Installers send quotes from the truck on the same day, using the updated price book	Felix sends the price book (second week on the list)
Three of five callbacks were condensate pumps from the same supplier batch	Kara	Pull that batch from van stock and ask the supplier for credit. Root cause not confirmed yet.	Kara pulls the pumps, Beth asks for credit

Issues carried to next week

Tech hiring Rock off track. Not reached, first on the list next week.
Weekly revenue off goal. Beth thinks two jobs were invoiced late. Needs confirming before it's discussed.

New to-dos

To-do	Owner	Due	Done looks like
Open a support ticket on the reschedule double-booking	Kara	Nov 3	Ticket number shared with Raj
Pull the suspect condensate pumps from all van stock	Kara	Oct 29	Pumps back in the warehouse, count logged
Ask the supplier for credit on the returned pumps	Beth	Nov 3	Credit memo or a written answer
Send the updated price book to installers	Felix	Oct 30	Each installer confirms they have it
Approve the fall mailer copy	Gwen	Oct 28	Approval emailed to Beth

Cascading messages

All service techs: check vans for the suspect pumps. Kara tells them at the Wednesday morning huddle.
Dispatch: recheck every reschedule at 4 pm until further notice. Raj tells them today.

Meeting rating

Gwen 8, Raj 8, Kara 7, Felix 6, Beth 8. Average 7.4. Felix: we ran out of time before tech hiring, which is the biggest issue we have. Kara: the scorecard discussion ran over.

Sumner Mechanical and everyone in this example are a fictional sample.

Best forLeadership teams of 3 to 8 running on EOS

Meeting length90 minutes, same day and time every week

SectionsScorecard, Rocks, headlines, to-dos, IDS issues, new to-dos, cascading messages, rating

FormatsGoogle Docs, Word, Notion, Markdown

What to write in each section

Segue

Each person shares one personal and one business piece of good news. It gets people's heads into the room. You don't need to write it down.

Scorecard

Five to fifteen weekly numbers, each with an owner and a goal. Read each one as on or off track and move on. Anything off track goes to the issues list instead of being discussed here.

"Replacement close rate 29%, goal 35%, off, to issues" takes ten seconds. A five-minute debate about it here eats your IDS time.

Rock review

Rocks are the 90-day priorities set at the quarterly meeting. Each owner says on track or off track. Off-track Rocks go to the issues list.

Headlines

Customer and employee news in one sentence each. If a headline needs discussion, it goes to the issues list.

To-do list

Last week's to-dos, done or not done. To-dos are seven-day commitments. A to-do that misses two weeks in a row usually becomes an issue.

IDS (identify, discuss, solve)

Most of the meeting. Pick the top three issues and take them in order. Identify the real issue, discuss it once, and solve it with a decision or a to-do. Record the solution and the to-do, not the debate.

Identified issue: "Dispatch double-books techs when a customer reschedules," not "scheduling problems."

Conclude

Read back the new to-dos, agree what needs to be told to the rest of the company and by whom, and have each person rate the meeting from 1 to 10. Ask anyone below 8 what would have made it better.

When to use this template

Your leadership team runs on EOS and needs one page to record each week's L10.
The same issues come up every week and never get marked solved.
You're planning your first EOS quarterly meeting and want the order on one page.

Questions people ask

Is this an official EOS template?: No. The Level 10 Meeting and EOS come from EOS Worldwide, and this page isn't affiliated with or endorsed by them. It describes the standard agenda in our own words so you have a clean page to take notes on. If you work with an EOS implementer, use the tools they give you. If you don't run EOS, the management meeting template uses a similar scorecard and issues list without the EOS terms.
What if we don't get through the whole issues list?: That's normal. Solve the most important issues first and leave the rest on the list for next week. Ending on time is part of the format, so don't stretch the meeting to finish the list.
How is the EOS quarterly meeting different from the weekly L10?: The weekly L10 handles this week's numbers, to-dos and issues in 90 minutes. The quarterly meeting is a full day: you review the last quarter, check the long-term plan still holds, set the next quarter's Rocks and work through bigger issues. The quarterly agenda is in its own tab above, so the weekly agenda you copy or download stays at 90 minutes.
Who takes notes in a Level 10 meeting?: A scribe who is not the facilitator. The scribe updates the scorecard, issues list and to-dos during the meeting, ideally on a shared screen, so the notes are finished when the meeting ends. There's more on choosing a note taker in how to write meeting minutes.

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