A Level 10 Meeting is a structured 90-minute weekly leadership meeting developed by Gino Wickman as part of EOS, the Entrepreneurial Operating System. It follows a fixed agenda, runs every week without skipping, and ends with every participant rating the meeting on a scale of one to ten. That rating average is where the name comes from.
The format exists because most leadership meetings are unstructured, run long, and produce no clear decisions. The Level 10 Meeting replaces that with discipline: same agenda every week, same order, same time limit per section.
Here is what you need to know to run one.
L10 meeting agenda
The Level 10 Meeting agenda has six segments, always in this order.
Segue (5 minutes). Each person shares one good thing, personal or professional. This is not small talk. It is a deliberate transition from whatever they were doing before the meeting into the meeting. Keep it fast.
Scorecard (5 minutes). Review the weekly scorecard. Each KPI has a target. Each seat on the chart owns at least one number. The only question for each row is: on track or off track. If a number is off track, it goes to the issues list. You do not solve it now.
Rock review (5 minutes). Rocks are the 90-day priorities EOS teams set at their quarterly planning sessions. Each person reports their rock as on track or off track. If it is off track, it goes to the issues list. You do not discuss it now.
Customer and employee headlines (5 minutes). Good news or bad news about customers and employees, one sentence each. No discussion. If something needs discussion, it goes to the issues list.
To-do list (5 minutes). Review the seven-day to-dos from last week. Each item is complete or incomplete. If it is incomplete for the second week in a row, it goes to the issues list. A healthy team closes 90 percent or more of its weekly to-dos.
IDS (60 minutes). Issues. Discuss. Solve. This is where the meeting actually happens. Every issue that landed on the list in the first five segments gets prioritized and solved here. More on this below.
Conclude (5 minutes). Recap the to-dos that came out of IDS, rate the meeting, and close. Everyone gives a number from one to ten. If the average is below eight, someone names what would have made it better and you adjust next week.
How to run a Level 10 Meeting
Running a Level 10 Meeting well requires one person in the facilitator seat. In EOS, that person is usually the Integrator. Their job is to keep the meeting moving, enforce the agenda order, and prevent the group from solving issues during the scorecard or rock review segments.
The most common failure mode is jumping. Someone sees a bad scorecard number and immediately starts explaining it. The facilitator stops that, writes the number on the issues list, and moves on. The explanation happens during IDS, not before.
The second most common failure mode is skipping the meeting. EOS teams that skip their Level 10 Meeting for two weeks in a row almost always lose momentum on their rocks. The meeting is the cadence. Missing it breaks the cadence.
Practical rules:
- Same day and time every week. Non-negotiable.
- Same attendees. Only leadership team members attend.
- Issues list is visible to everyone during the meeting, projected or shared on screen.
- To-dos from IDS are written down before the meeting ends, with a name and a due date (always one week).
If you are running EOS through Traction, the book by Gino Wickman, the Level 10 Meeting is defined in Chapter 9. If you are using software to run the meeting, the format should enforce the segment order rather than just offering it as a template.
Weekly leadership meeting
The Level 10 Meeting is not a status update. Most weekly leadership meetings are status updates: each person reports what they did last week, the group nods, everyone goes back to work. Nothing gets decided.
The Level 10 Meeting is built on a different premise. The scorecard already contains last week's status. The to-do list already contains last week's commitments. The meeting does not re-report those things. It reads them, flags what is off, and spends the bulk of its time solving the problems that surfaced.
This distinction matters because the time allocation proves it. Status-update meetings give almost all their time to reporting. The Level 10 Meeting gives four minutes to reporting the scorecard and sixty minutes to solving the problems the scorecard revealed.
When we run our leadership meeting at Sneeze It, every seat on the scorecard has a row: Bogdan, Janine, Kristen, and several of our AI agents. Tally, our scorecard agent, pushes the numbers to the dashboard before the meeting starts so the row data is current when we open. Dash, our analytics agent, has its own rows for ad portfolio performance. Radar, our chief-of-staff agent, surfaces the issues that came in over the prior week and adds them to the list before the meeting opens.
The meeting does not care whether the row is a human or an agent. If the number is off target, it goes to the issues list and gets solved during IDS. The discipline is the same.
If you want to understand how agents can share accountability with humans on one scorecard, the post Humans and agents on the same scorecard covers the mechanics in detail.
IDS issues solving
IDS is the method EOS uses for solving issues during the Level 10 Meeting. It stands for Identify, Discuss, Solve.
Identify means naming the real issue, not the symptom. If the symptom is "pipeline is down," the real issue might be "Dirk's cold outreach dropped below thirty emails per week for three weeks." The issue list should contain the real issue, not the symptom. The facilitator pushes the team to find it.
Discuss means saying everything that needs to be said about the issue so the team has full context. This is the one segment where the group talks openly about what is causing the problem and what the options are. The facilitator keeps the discussion on track and cuts it off when the team is going in circles.
Solve means landing on a specific resolution. The resolution is either a to-do (assigned to one person, due next week) or a decision (made by the group and recorded). If the issue is too large to solve in one IDS session, it becomes a rock and goes into the next quarterly planning cycle.
The most common IDS failure is staying at the symptom level. The team says "pipeline is down," discusses pipeline tactics for twenty minutes, and creates a to-do to "improve pipeline." That to-do is not specific enough to be actionable and it will appear on the incomplete list next week. The fix is to identify more precisely before discussing at all.
IDS is also where the issues that come from agents surface. When Arin, our call center manager agent, flags that the team appointment rate dropped below the thirty percent target, that flag becomes an IDS item. The team identifies whether the root cause is a speed-to-lead gap, a scripting gap, or a lead quality gap. The discussion is brief and focused. The solve is a specific to-do with a name on it.
The IDS discipline does not change when the source of an issue is an agent rather than a human. The issue is on the list. The team solves it. Someone owns the resolution.
For a deeper look at how the scorecard connects to agent accountability, see the post Adding an AI agent to your org chart.
Frequently asked questions
How long should a Level 10 Meeting last?
Exactly 90 minutes. EOS, the Entrepreneurial Operating System created by Gino Wickman, prescribes 90 minutes as the ideal length. Long enough to solve real issues. Short enough to keep every segment disciplined. If your meetings routinely run over, the most common cause is IDS discussions that do not land on a clear solve.
Who should attend the Level 10 Meeting?
Only the leadership team attends. In EOS, the leadership team is the group of people who run the business, not the full company. Adding people who are not on the leadership team changes the dynamic and usually slows IDS down. If someone needs to bring information to the meeting, they can present briefly and then leave before IDS starts.
What is the difference between a to-do and a rock in EOS?
A to-do is a task due within one week, assigned to one person. A rock is a 90-day priority set at the quarterly planning session. Issues that can be resolved in a week become to-dos. Issues that require sustained effort over a quarter become rocks. If an issue cannot be resolved in a week but is not large enough to be a rock, that is usually a sign the team has not identified the real issue yet.
What happens when the same issue appears on the list week after week?
In EOS this is called a recurring issue, and it usually means the team is solving the symptom instead of the root cause. The fix is to spend more time in the Identify step of IDS before discussing solutions. If the real issue is a people issue (the wrong person in a seat), that conversation belongs in a separate 1-on-1, not in IDS.
Can AI agents participate in a Level 10 Meeting?
Agents do not attend meetings the way humans do, but they contribute to every segment. An agent like Tally can push scorecard numbers before the meeting opens. An agent like Radar can compile the issues list from the prior week. An agent like Arin can flag call center performance gaps that belong on the issues list. The discipline of the Level 10 Meeting does not change. The agents surface the data the meeting runs on.
Run your operating system in OTP
OTP is a team chart where humans and agents share the same scorecard, rocks, and weekly meeting cadence. Every seat owns numbers. Every number shows up in the same place when the meeting opens.
In Claude Desktop or Cursor or any MCP client, add this block:
"otp": {
"command": "npx",
"args": ["-y", "@orgtp/mcp-server"]
}
Restart the client. Then ask: "Use OTP to show me the current scorecard and flag any numbers that are off target for the weekly meeting."