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Comment by bojo | Hacker News Reader

Good insights.

Small nitpick, I have no idea what the terms "EOS" and "L10 meetings" mean.

Jumping on here as this is a widespread issue in tech writing.

"The first time you use an initialism or acronym in your document, the words should be written out with the short form placed in parentheses immediately after."

Thanks for this tip. Writing in this form definitely doesn't come naturally to me so it's great to be learning not just about the topic but also on how to better my communication.

It will also help with SEO

There's a whole tag to handle it in HTML. Don't have to reserve it for only the first instance.

Huh neat, I didn't realize there was a HTML tag (<abbr>) till just now, thanks!

EDIT: Just spent the last 45 minutes adding it in on my sites in various spots, hopefully this helps the readers.

EOS = Entrepreneurial Operating System https://www.eosworldwide.com/what-is-eos

L10 = Level 10 Meeting https://www.eosworldwide.com/blog/what-the-heck-is-a-level-1...

Thanks!

Unless I'm missing something, the "WHAT THE HECK IS A LEVEL 10 MEETING?" post doesn't actually answer "what the heck is a level 10 meeting?".

It looks like managerial consulting claptrap. Don't trust a methodology with an ® next to its name and an accompanying book series.

haha! once you get through the nonsense the concepts are actually really useful

> once you get through the nonsense

I'm not going to trudge through clear marketing/sales copy to get down to a few common-sense nuggets of information. Stuff like this is clearly a sales pitch for books/courses/etc vs. any sort of real-world education around management and entrepreneurship.

Typically when it gets implemented in an org it's just a cargo cult "Simon Says" game that'll get ya fired if you don't drink the koolaid.

So for me to elevate myself into focusing on whats next I have to make sure whats going on now is being taken care of. I see absolutely no value in micro management and if I don't trust my team then I've set them up wrong. BUT I still want to have a pulse check on how they're doing and what I can be doing to help them because I'm still driven by my mission to create a great engineering culture. The L10 meeting is basically a weekly 90 minute session where we go over our metrics that matter (a scorecard that we use to track system health, successful outcomes etc), set and recap any todo's that we've set for the last 7 days (and I emphasize that these are the absolutely essential things we have to get done to keep things running, not extra things on top of existing work) and then time to remove any major blockers by discussing and solving them. Overall, we need to take ourselves out of working in the business (not talking about bugs etc - we have a separate session for that) and work ON the business (infrastructure, identifying current gaps and weaknesses on our team, resourcing etc). It really helps maintain transparency all the way down and also keeps my people empowered to do what they need to do. At the end of the day, I hire smart people to solve the hard problems, not to tell them what to do.

You cannot even attend a Level 10 meeting without being 10x. With Level 10 technology, and 10 10x people, you're looking at a minimum of 1000x productivity.

With Level 10, you basically elevate your team and meld them into Chuck Norris.

Your not alone. I didn't read far enough into the non-answer to find the answer.

The first rule of Level 10 meeting is you do not talk about Level 10 meeting.

Haha, I had a consulting client where a VP exec kept referring to "L10 meetings" (which were for the leadership group only), and the devs thought it was an attempted abbrev like "i18n" for "internationalization", or "a11y" for "accessibility".

Yeah, L10n actually does stand for localization.

(https://en.wikipedia.org/wiki/Internationalization_and_local...)

EOS is the framework my company uses to keep every department rowing in the same direction. It's been an interesting experience, especially for me with a background in engineering in learning to put my business management hat on and having to focus a lot more on non technical initiatives. You can find out more about it here if you're interested https://www.eosworldwide.com/

One of my favorites quotes in the book "The 5 dysfunctions of a team" is

> A friend of mine, the founder of a company that grew to a billion dollars in annual revenue, best expressed the power of teamwork when he once told me, “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.”

Interesting, thanks for clarifying. I run a small 8 person software team in a software-is-secondary business, so articles like yours are helpful for me as I discover new terms and approaches to leadership.

Definitely check out the EOS framework and also OKRs. Those are the 2 that we've tried out so far - we found OKRs (Objectives and Key Results) to be a bit too aspirational for us but EOS so far has given us a toolkit to lead and navigate going from a start up to a funded high growth company. They're applicable regardless of business model and industry.

Rocks. I also don't know what rocks are.

Well, except things in the dirt.

I used to be told that I should be setting additional goals aside from my day to day work. “What more are you going to contribute this quarter?” That definitely didn’t make sense to me. What does make sense is using the SMART framework to define things I’ve identified as absolutely crutial and most likely the things I’m going to be doing anyway. The benefit is by verbalizing them somewhere I can start digging into if what I’m planning to do cures a symptom or the problem itself. It also allows me and my peers to track it and help keep me motivated and on track. Finally it holds me accountable so that I continue to provide value. The end result is that my contributions and value to the team are public and I’m able to feel a bit less of an imposter.

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