It’s the end of the year, and Sally is thinking about this year compared to last year. Wow! EOS is working! Our team is confident, our processes are tight, our sales Scorecard works, we have the right Rocks and productive Level 10 Meetings, and our sales team is aligned with marketing and the delivery team.

The process was simple but not easy! Sally’s company adopted EOS about two years ago, and last year she rolled it out to her sales team. She was cautiously optimistic but unsure how it would work for the sales team.


After the first quarter, the team had sales Rocks in place and Sally was in her rhythm of Sales Level 10 Meetings. On Monday nights, after dinner, she would start preparations for her sales Level 10 Meeting™ in the morning by reviewing the sales Scorecard.

In the beginning, this is where things didn’t feel right. Bob was always on target with his number of meetings Measurable but fell short of his revenue targets. Sally wasn’t sure how to guide him:

  • Should she tell him to schedule more meetings?
  • Did Bob have the tools he needed?
  • Did Bob need to listen better to his prospects?
  • Should we even be tracking the number of meetings?

Sally remembers feeling so frustrated because, while EOS has standardized processes in other departments, there wasn’t any consistency with how the different reps were doing things. So she decided to dig in to get a better understanding of what was going on and started weekly one-on-ones with her team. She knew they were needed at first, but they really took up a lot of time, which was taking away from field time for the reps. The additional meetings certainly didn’t help with her home life either, because she had to work most nights after dinner with her family.


Over the year, Sally and the team worked through some sales Rocks to fix the sales challenges:

  • They simplified the team’s metrics and implemented the EOS sales Scorecard.
  • They refined the initial Qualify Call with clients to ensure they were only focusing their sales efforts on the ideal clients that would actually close.
  • They implemented a structured needs assessment process that increased close rates from 40% to 65%.
  • They refined the proposal creation process and integrated it into their CRM, so reps spent significantly less time creating even better proposals.

Sally started to notice a difference in the metrics on the Scorecards in quarter 3. On the leadership Scorecard:

  • Both revenue per deal and total revenue were up
  • The cost of sales was down

On the sales Scorecard:

  • The qualify conversion rate was down, so reps were only spending time on the right deals
  • The assessment and proposal conversion rates were up

More importantly, Sally and her family were so happy because she could stop working after family dinners.


Sally is proud of herself because she is now very confident about taking the right actions when she is resolving issues or when the Scorecard Measurables are off track.

She went to a workshop where she learned about a framework to help her with this. People, Systems, Message is a straightforward diagnostic framework:

  • People: Is it a people problem? If so, Sally uses the right people, right seats (RPRS) framework to ensure the right people are in the right seats. If they are, she looks to help with continuous skills development, like questioning and listening or taking things off their plates if it is a capacity issue.
  • Systems: Do I need to refine the process itself or leverage some automation capabilities in the CRM?
  • Message: Do I need to improve the content? Should I change the structure of meetings? Provide tools? This has been extremely effective in helping her get to the root cause of issues and take the right actions.


When Sally saw the team buying into EOS, she thought about stopping the weekly one-on-ones. But when she discussed this with the team, they said they liked to have the time to discuss their specific issues and put action plans in place to help them. So they collectively decided to keep the weekly one-on-ones for newer reps and moved the tenured reps to meetings every other week.

Thinking about last year versus this year has helped Sally prepare for their EOS annual planning. While she is pleased with where she is, the team barely missed their quota. In the annual planning session, Sally shared:

  • What worked: “I am happy because EOS is now implemented into the culture of the sales team, and we are ready to accelerate growth.”
  • What did not work: “If I had found that workshop earlier in the year, we would have made quota.”

Sally and her team are confident and excited about hitting the goals for the upcoming year.

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