L10 Meeting Template
This L10 meeting template gives your leadership team a repeatable 90 minute agenda built on the Entrepreneurial Operating System framework. Each of the seven segments has a fixed time allocation, so the meeting stays focused and ends on time every week.
What This Includes
- Five minute segue section with personal and professional good news prompts
- Scorecard review table with columns for metric, owner, goal, and actual
- Rock review checklist for quarterly priorities with on track or off track status
- Customer and employee headlines section for surfacing issues
- To do list from the previous week with done or not done status
- IDS (Identify, Discuss, Solve) section with prioritized issues list
- Conclude section with to do recap, meeting rating, and cascading messages
- Time allocation guide showing the 5, 5, 5, 5, 5, 60, 5 minute breakdown
Who This Is For
Companies running the Entrepreneurial Operating System that need a consistent weekly agenda for their leadership team meetings. The template follows the exact L10 structure prescribed by EOS.
Leaders who manage cross functional teams and need a structured weekly check in that surfaces problems early, tracks measurables, and drives accountability on quarterly goals.
Early stage teams of 5 to 15 people who want to replace unstructured status meetings with a proven framework that keeps the meeting to 90 minutes and produces clear action items every week.
How to Use This Template
Set Up Your Scorecard Metrics
Before your first L10, list the 5 to 15 weekly measurables that tell you whether the business is on track. Each metric needs an owner (one person, not a team) and a weekly goal number. Common examples: revenue booked, new leads generated, customer support tickets resolved, cash balance, and employee satisfaction score. Add these to the scorecard table in the template.
Define Your Rocks for the Quarter
Rocks are the 3 to 7 most important priorities for the quarter. Each rock has one owner and a specific, measurable outcome. “Improve onboarding” is not a rock. “Reduce new customer time to value from 14 days to 7 days by June 30” is. Enter each rock in the rock review section with the owner name and target completion date.
Populate the Issues List Before the Meeting
Team members should add issues to the shared Issues List throughout the week as they arise, not just during the meeting. This ensures the IDS segment starts with a real, prioritized list instead of trying to brainstorm problems in the room. Issues can be problems, opportunities, or ideas. Anything that needs the leadership team’s collective attention belongs on the list.
Run the Segue Exactly as Written
Start with each person sharing one personal and one professional good news item. Keep it to 30 seconds per person. This segment feels optional but it is not. Teams that skip the segue report lower meeting ratings and less candid IDS discussions. The segue builds the psychological safety the rest of the meeting depends on.
Use IDS Discipline During Problem Solving
When you reach IDS, vote on the top three issues. Take them one at a time. For each issue: identify the real, root cause (not the symptom), discuss it with everyone contributing perspective, then solve it with a specific to do assigned to one owner with a seven day deadline. Do not move to the next issue until the current one is fully resolved or tabled.
Close with the Rating and Cascading Messages
In the final five minutes, read back every new to do created during the meeting. Confirm next week’s meeting time. Have each person rate the meeting 1 to 10. If the average drops below 8 for two consecutive weeks, add “improve L10 meeting effectiveness” to the Issues List. Finally, agree on what messages need to cascade to the rest of the organization.
How This L10 Meeting Template Works
The L10 meeting template follows the exact sequence prescribed by the Entrepreneurial Operating System (EOS). Every section has a purpose and a time box. The meeting starts with a five minute segue where each team member shares one personal and one professional piece of good news. This is not small talk. It transitions the room from whatever they were doing before into full presence for the next 85 minutes.
The next 15 minutes cover three rapid review segments: scorecard (are the weekly numbers on or off track), rock review (are quarterly priorities on or off track), and customer and employee headlines (anything the team needs to know). None of these segments are for solving problems. They are for surfacing them. Every issue that comes up gets added to the Issues List for IDS later in the meeting.
The to do list review takes five minutes. The team reads through last week’s action items and marks each one done or not done. The target is 90% completion. Items not done either get re committed or dropped. No discussion, no excuses, just a binary status check.
IDS (Identify, Discuss, Solve) is the core of the L10. It gets 60 of the 90 minutes. The team prioritizes the top three issues from the Issues List, then works through each one: identify the root cause, discuss it openly, and solve it with a concrete action item assigned to one person with a deadline. Solved issues come off the list. Unsolved issues stay for next week.
The final five minutes are for concluding: recap new to dos, confirm next week’s meeting, rate the meeting 1 to 10, and share any cascading messages that need to go to the rest of the organization.
Common Questions About L10 Meeting Template
How many people should be in an L10 meeting?
The standard L10 has 5 to 8 participants, typically the leadership team. Fewer than five limits the diversity of perspective during IDS. More than eight makes the segue drag and reduces each person’s speaking time during discussion. If your leadership team is larger than eight, consider whether everyone truly needs to be in the room every week.
What happens if IDS runs out of time?
Unresolved issues stay on the Issues List for the next week. The 60 minute IDS window is intentionally constrained to force prioritization. If the team consistently cannot get through the top three issues, the problems are either too large (break them into smaller issues) or the discussion is not disciplined enough (the facilitator should enforce the Identify step before allowing open discussion).
Can I modify the L10 agenda?
EOS recommends running the L10 exactly as designed for at least two quarters before making changes. The time allocations and segment order are calibrated to work together. Teams that skip the segue or shorten the scorecard review almost always see lower meeting ratings and less effective IDS sessions within a few weeks.