Inside The 90™

This episode of Inside the 90 dives deep into the EOS (Entrepreneurial Operating System) concept of GWC—which stands for Gets it, Wants it, and Capacity to do it. The hosts explore how GWC serves as a framework to evaluate whether someone is in the right seat on the accountability chart. Using personal anecdotes, organizational examples, and practical tools like Kolbe assessments and “delegate and elevate,” they show how to apply GWC to hiring, role alignment, leadership, and team health. The episode emphasizes clarity, alignment, and empowerment as critical drivers for organizational success.

Key Topics:

- GWC: Gets it, Wants it, Capacity to do it.

- Accountability charts and defining roles.

- Role clarity vs. traditional job descriptions.

- Delegation vs. task dumping.

- Using energy and motivation to guide role alignment.

- Quarterly conversations & leadership alignment.

- Integrating Kolbe assessments for team dynamics.

- Visionary vs. Integrator responsibilities in EOS.

Chapters:

0:00 – Introduction and surprise Taylor Swift appearance.

1:30 – Defining GWC: Gets it, Wants it, Capacity to do it.

3:00 – “Gets it”: Understanding roles innately and instinctively.

7:20 – “Wants it”: Internal motivation vs. functional responsibility.

10:45 – “Capacity to do it”: Mental, physical, and skill capacity.

14:30 – Self-assessment and manager assessment using GWC.

19:30 – Using quarterly conversations (5-5-5 model).

24:00 – Roles clarity through accountability charts.

27:40 – Delegation and Elevation: Doing it right.

32:30 – Multiple hats & challenges for founders.

37:30 – Personal story of role misalignment and correction.

44:00 – Energy, Zone of Genius, and team assessments.

49:00 – Introducing Kolbe for deeper team alignment.

55:00 – GWC for hiring, onboarding, and role design.

58:20 – Final reflections and call to action.

This episode is a deep dive into compartmentalization through the EOS (Entrepreneurial Operating System) framework, highlighting how leaders and teams can manage the chaos of day-to-day business by structuring goals, tasks, and issues into clearly defined categories. The speakers explore the importance of breaking down business priorities into four main components—goals, rocks, to-dos, and issues—and how this structure empowers clarity, ownership, and strategic execution. They also touch on the concept of Delegate and Elevate for personal productivity and leadership development.

Mentioned Link: https://www.eosworldwide.com/compartmentalize

Additional Information:

https://www.youtube.com/watch?v=0G4qHw1PtSI

Key Topics:

- The four compartments in EOS: Goals, Rocks, To-Dos, Issues.

- Structuring thinking and execution in a business setting.

- The rhythm of annual and quarterly planning.

- Using issues as the input funnel for prioritization.

- Delegate and Elevate: empowering teams and avoiding burnout.

- Benefits of structure: clarity, reduced anxiety and less drama.

Chapters:

00:00 – Introduction to compartmentalization in leadership.

00:40 – Overview of EOS tools: Goals, Rocks, To-Dos, and Issues.

02:30 – Setting one-year goals with a 10-year vision in mind.

05:00 – Mapping goals to quarterly priorities (Rocks).

06:36 – Weekly To-Dos and the power of consistent follow-up.

08:18 – Short-term vs. long-term Issues: the intake funnel.

10:00 – How issues transform into action, visibility, and engagement.

12:00 – Personal life examples of compartmentalization.

13:00 – The drama-reducing benefits of EOS structure.

14:00 – Introduction to Delegate and Elevate.

15:00 – Recommended EOS blog and YouTube video for visual learners.

16:00 – Episode wrap-up and light-hearted outro.

This episode explores how to implement and scale Level 10 (L10) meetings across different types of teams within an organization. The hosts highlight how EOS empowers bottom-up issue solving while aligning with top-down vision. They discuss strategies for integrating L10s into field teams, hybrid roles, and existing systems like Agile, and emphasize the value of consistency, accountability, and team health in making EOS truly effective.

Key Topics:

- Vision top-down, execution bottom-up.

- The power of the issues list.

- Structuring L10s using the accountability chart.

- Custom rollouts for trades, remote teams, and Agile workflows.

- Handling overlapping roles and multiple L10 memberships.

- Fair issue prioritization and facilitation.

- EOS vs. meeting overload and tool fatigue.

- The importance of a 90-day commitment cycle.

- Visionary vs. integrator responsibilities.

- EOS as a cultural operating system.

Chapters:

00:00 – Vision and execution: top-down vs. bottom-up.

02:00 – L10 structures across various team types.

04:20 – EOS is caught, not taught.

05:30 – 90-day leadership team rollout.

08:00 – Accountability chart and L10 mapping.

13:00 – Examples from trades and manufacturing.

15:30 – Cadence: weekly vs. biweekly.

17:10 – Balancing voices in issue prioritization.

22:10 – Passing issues across teams and levels.

23:40 – Field-based L10 adaptations.

25:00 – Vision, traction, and culture.

27:00 – Avoiding EOS in a silo.

29:00 – Visionary vs. integrator responsibilities.

31:00 – EOS as a living operating system.

33:00 – Trust the rhythm: draft, commit, reassess.

This podcast episode is a deep dive into the mechanics, value, and structure of the Level 10 (L10) Meeting, a core component of the Entrepreneurial Operating System (EOS). The hosts break down not only how an L10 meeting functions but also why it's essential for maintaining strategic alignment, accountability, and consistent communication in a company. They cover everything from setting the tone with a “segue” to managing a live issues list, all with the goal of transforming low-value internal meetings into strategic sessions rated a "10" by participants.

The episode emphasizes consistency, team vulnerability, and rhythm as critical elements of success. The conversation is energetic, filled with real-world examples and actionable tips, making it especially valuable for leaders adopting or optimizing EOS in their organizations.

Key Topics:

- Purpose and structure of Level 10 (L10) meetings.

- Role of EOS (Entrepreneurial Operating System) in driving accountability.

- Meeting cadence and rhythm as the heartbeat of an organization.

- Practical walkthrough of the L10 agenda.

- Building and managing a living issues list.

- Tips for engagement, team health, and scaling L10s across departments.

- Differentiating between measurables and metrics.

- Handling resistance and fostering team vulnerability.

Chapters:

00:00 – Casual intro and transition from golf to business.

00:28 – Introduction to the Level 10 (L10) meeting concept.

01:30 – EOS Meeting Pulse and 90-day world overview.

03:05 – The L10 as a “calm in the chaos” of business.

04:50 – Consistency and rhythm: never skip L10s.

06:00 – Anatomy of an L10: The fixed 90-minute agenda.

08:00 – IDS (Identify, Discuss, Solve): Heart of the meeting.

09:55 – How L10 meetings avoid bureaucracy and improve decisions.

11:02 – Sucking the drama out of business through transparency.

13:00 – The Segue: Strategic mindset shift and team health.

14:52 – Scorecard breakdown and metrics tracking.

17:07 – Rock Review: How to meaningfully assess 90-day goals.

21:00 – Customer & Employee Headlines: More than just updates.

26:00 – Accountability patterns and warning signs in early L10 stages.

28:00 – Working through the issues list without becoming a victim to it.

31:14 – IDS in depth: The “who-who-one-sentence” technique.

35:00 – Running L10s in hybrid environments: Zoom and visibility.

38:43 – Managing carryover issues, long-term lists, and solving scale.

41:00 – Meeting conclusion steps: Recap, cascade, and rating.

44:00 – Team trust and honesty in giving feedback.

45:00 – Closing thoughts and tee-up for Part Two.

In this deeply insightful episode of Inside the 90s, Jami and Andrew dig into the heart of organizational core values. Not just as buzzwords on a wall, but as foundational drivers of culture, behavior, hiring, accountability, and brand. Through personal stories and structured EOS (Entrepreneurial Operating System) processes, they explore how to discover authentic core values, evolve them through lived experience, and embed them in every touchpoint of a company’s daily rhythm. Listeners are taken behind the scenes of Wonder’s own core value journey, with actionable insights on implementation, reinforcement, and the courageous leadership needed to hold teams to those values.

Key Topics:

- Discovery vs. Prescription of Core Values.

- The EOS Core Value Workshop Framework.

- Why Values Must Be Tested and Marinated.

- Wonder’s Core Value Evolution (Make it Happen, Be Curious, Be Courageous, Be Generous, Outshine).

- Operationalizing Values: Slack, Visuals, Weekly Shares.

- Accountability: Hiring, Feedback, and Letting Go.

- Leadership Traits: Courage and Repetition.

- The Role of Visionaries and Value Obsession.

- Brand as Interaction Rooted in Values.

Chapters:

0:00 – Introduction: Revisiting the theme of core values across the series.

3:00 – Core values must be discovered, not prescribed.

6:30 – Building values with the team: EOS process explained.

12:00 – How Jami's team landed on 4 core values—and added the fifth: Outshine.

19:30 – The power of marinating values and behavioral observation.

24:00 – Reinforcing values: Slack channels, visual cues, and storytelling.

29:00 – Accountability: Living the values authentically and calling out behavior.

36:30 – Embedding values in hiring and the “Core Value Speech”.

44:00 – When values misalignment means it’s time for change.

50:00 – Visionary leadership: Jami’s five obsessions and creative-led culture.

58:00 – Culture, brand, and the cult-like nature of strong core values.

1:02:00 – Closing thoughts and appreciation for the EOS framework.

This episode explores how brand strategy and leadership changes are the fastest ways to shift company culture. By building a clear Vision/Traction Organizer (VTO) and activating it internally through strong values and messaging, companies can align their team and lay the foundation for authentic external branding. Wonder’s Marketing Operating System blends quick execution with long-term strategy, helping businesses turn vision into action and drive lasting growth.

Key Topics:

- Culture Shifts: Driven by leadership changes or brand updates.

- Brand as Strategy: Long-term identity rooted in company vision.

- EOS & VTO: Framework for defining brand direction and values.

- Internal Activation: Aligning team through values, messaging, and rituals.

- Core Values: Actionable, culture-specific values that resonate.

- External Branding: Translating internal culture into customer experience.

- Marketing OS: Wonder’s 90-day insights + 3-year brand/sales alignment.

- Sales-Marketing Alignment: Bridging teams with shared brand language.

- “New” Branding: Focus on brand evolution, not rebranding.

- Getting Started: Begin with an objective-driven discovery call.

Chapters:

0:00 Introduction of the two fastest ways to shift culture: leadership and brand updates.

2:30 Story of early branding success with BMW and the importance of language longevity.

5:40 Relationship between EOS’s VTO and brand strategy formation.

9:15 Activating the brand internally and rallying employees.

15:00 Turning VTO insights into an actionable brand platform.

21:00 Proven process and defining internal and external experiences.

26:30 Core values must be unique and culturally specific ("Make it happen" vs "Get it done").

33:45 Transitioning from internal branding to external activation.

37:10 Wonder’s six-month brand process and the rejection of "rebranding" as a concept.

41:00 Wonder’s Marketing Operating System: 90-day insight + 3-year vision planning.

46:30 The power of synchronizing fast execution with long-term brand alignment.

50:00 Opportunity-based branding, not just issue-driven branding.

53:15 Final recommendations and how to engage Wonder’s services.

The episode introduces a new format inspired by a road trip conversation between hosts Andrew Gissal and Jami Mullikin. It explores topics related to living in a 90-day EOS world, focusing on implementation, mental readiness, and organizational alignment.

Key Topics:

- Human Energy: Aligning team energy like synchronized rowing instead of chaotic movement.

- Frustration Signals: Leadership burnout, lack of traction, or everyone sprinting but not advancing.

- Letting Go: Founders must release control and elevate leaders, not just delegate.

- Mental Maturity: Openness, curiosity, and willingness to be vulnerable are prerequisites for success.

Chapters:

0:00 Introduction to the podcast format; origin story from the road trip.

2:00 What EOS is and who it's for: companies with 10–250 employees and product-market fit.

5:00 Signs of hitting a ceiling, personal founder experiences, energy alignment metaphor.

10:00 Common frustrations: feeling indispensable, founder burnout.

13:00 Mindset shifts: curiosity, accountability, and letting go of ego.

17:00 Getting started with EOS from day one; personal stories of early implementation.

22:00 Mental maturity and coachability as key enablers; visionaries must commit.

28:00 Common fears: past failures, team response, needing to "clean house" first.

33:00 EOS provides clarity and accountability—what high performers crave.

37:00 Sports team analogy for structure + high performance; cadence = calm in chaos.

42:00 EOS for creatives: not bureaucracy but a liberating structure.

47:00 Compartmentalization reduces chaos and enhances team dynamics.

50:00 First steps: read books, attend a 90-minute meeting with an implementer.

This episode of Inside the 90™ features Jake Vancalbergh, Vice President of Operations at Production Saw and Machine, a family-owned CNC machining shop in Clark Lake, Michigan. The discussion explores Jake’s career trajectory, the evolution of the family business, and the transformative journey of implementing the Entrepreneurial Operating System (EOS). Jake shares candid reflections on EOS adoption—from initial skepticism and missteps to eventual alignment, organizational health, and operational traction. The conversation also delves into cultural dynamics in family businesses, leadership roles, core values, and scaling EOS across teams.

Key Topics:

- Family Business Legacy: Third-generation leadership in a 50-year-old CNC manufacturing firm.

- Career Path: Jake’s journey from aspiring medical professional to CNC operator to VP of Operations.

- EOS Implementation Journey: Discovery through podcasts, initial team resistance, and eventual buy-in with core value development and leadership restructuring.

- Organizational Impact of EOS: Improved accountability, structured operations, and a unified company culture.

- Key EOS Tools: People Analyzer, Accountability Chart, L10 Meetings, Scorecards, and Rocks.

- Challenges and Insights: Leadership transitions, team health evolution, and defining performance metrics in technical roles.

Chapters:

0:00 – Intro to Jake & Production Saw

5:00 – Finding Passion in CNC

10:00 – Discovery of EOS

17:00 – Early EOS Adoption

25:00 – Building Core Values

33:00 – Scaling EOS Company-Wide

41:00 – Family Business Leadership

50:00 – Vision & Sales Team Creation

59:00 – Gaining Traction & Trust

1:08:00 – Living the Core Values

1:17:00 – Metrics & Scorecards

1:24:00 – People Analyzer Tool

1:33:00 – Final Reflections & Advice

Tony Chiappetta, CEO of Modern IT, shares a deeply personal and professional journey, evolving from a solo IT troubleshooter to building a people-first, EOS-powered MSP. The conversation explores themes of leadership, accountability, scaling through structure, and re-centering on purpose.

Key Topics:

- Purpose drives everything: Tony’s desire to help people led both his mistakes and successes. His evolution came from aligning intention with structure.

- EOS is transformative when done right: Self-implementing got him far, but hiring a certified implementer made all the difference.

- Accountability isn’t harsh — it’s supportive: Objective data (scorecards) fosters fairness, transparency, and clarity.

- Human-centered IT is a differentiator: Teams Tuesdays, automation, and productivity-focused services reframe IT as a value-driver, not a cost center.

Chapters:

00:00 Introduction & IT Nation Story

03:30 Starting the Business

08:45 Organic Growth & Early Chaos

14:00 First Major Breaking Point

17:30 Discovering EOS (Traction)

21:00 Fixing the Business with EOS

26:00 Operational Standards

30:15 EOS Tools in Practice

35:30 Hiring & Culture Shift

40:00 Adopting Strategy + Data Strategy

44:15 Scorecard Metrics for the CEO

47:30 The Value of a Great EOS Implementer

51:00 Modern IT’s Ideal Client

53:00 Purpose Comes Full Circle

In this episode, EOS Implementer Dave Feidner joins the show to explore two key themes: the power of core values and the concept of the flywheel, borrowed from Jim Collins’ Good to Great. Dave shares personal reflections and professional insights on how organizations can use EOS tools to build traction and create meaningful, sustainable momentum.

He emphasizes the importance of intellectual discipline, clarity, and iterative refinement—especially when it comes to defining a company’s purpose and values. Host Jamie shares his own EOS journey and how Wonder’s core values evolved over time, reinforcing the idea that values should be tested, lived, and continuously refined.

Together, they discuss how authentic culture, consistent alignment, and leadership humility are essential to building strong internal brands and long-lasting organizational health.

Key Topics:

- The flywheel is different from the proven process—it’s your business model’s virtuous cycle.

- Intellectual discipline is required to define a flywheel effectively.

- Core values are often misunderstood or misapplied; they must be lived, not just stated.

- Level 5 Leadership includes humility and vulnerability—leaders must invite accountability.

- EOS tools like Delegate & Elevate and Clarity Breaks are underused but powerful for growth.

Chapters:

0:18 – Intro to Dave Feidner and EOS freestyle conversation kickoff

1:10 – Dave introduces the concept of the flywheel and why it matters

2:14 – Dave’s EOS background and experience in building companies

4:06 – Clarifying the difference between the EOS proven process and the flywheel

5:05 – When teams are ready for the flywheel: only after core EOS tools are solid

6:30 – Amazon’s flywheel example and the role of intellectual discipline

9:00 – Dave’s personal flywheel: wisdom → relationships → referrals → clients

12:06 – Aligning unique ability with flywheel design for sustainable energy

14:09 – Jamie shares his journey building brands from the inside out

16:01 – How core values are the foundation of a company’s brand and identity

23:00 – Real core values show up (or disappear) during moments of team conflict

25:00 – Story of “diplomacy” being misused as avoidance in a client team

28:00 – The importance of precise wording: values like “courageous conversation”

30:00 – Level 5 Leadership in action: visionaries inviting accountability

34:00 – Wonder’s evolution: changing a core value from “own it” to “get it done”

37:00 – EOS creates the structure to revisit, refine, and recommit to core values

40:00 – Strong values reduce organizational drama and misalignment

41:27 – Most underrated EOS tools: Clarity Breaks and Delegate & Elevate

44:06 – Dave’s ideal clients: growth-focused, purpose-driven leaders; how to reach him