It’s 4:47 PM on a Friday, and Mark’s leadership team is exhausted. They’ve just wrapped up their “quarterly planning meeting”—eight hours of circular discussions, rehashed debates, and vague commitments that everyone knows won’t stick. As they shuffle out, Mark overhears his operations manager mutter, “Same meeting, different quarter.” The worst part? She’s right. Despite best intentions, their quarterly planning has become a theatrical performance where everyone plays their part but nothing really changes.
This scenario plague businesses everywhere. Leaders know they should plan quarterly, but without the right structure, these sessions devolve into expensive talk-fests that drain energy rather than create it. The result is predictable: teams leave feeling frustrated rather than focused, unclear rather than aligned, and cynical rather than committed.
Enter the EOS Quarterly Planning Meeting—a structured, proven approach that transforms quarterly planning from a necessary evil into a competitive advantage. Based on the methodology outlined in Gino Wickman’s “Traction” and refined across thousands of businesses, this approach delivers what traditional planning sessions promise but rarely achieve: crystal-clear priorities, genuine buy-in, and measurable progress every 90 days.
Understanding EOS and the Power of 90-Day Cycles
For those new to EOS (Entrepreneurial Operating System), it’s a comprehensive business management system that helps leadership teams run better businesses. At its core, EOS provides simple, practical tools that help teams get vision, traction, and healthy. The quarterly planning meeting, also known as the “Quarterly Pulsing Session,” is where vision meets execution.
The 90-day cycle isn’t arbitrary—it’s based on human psychology and organizational dynamics. Research shows that humans can maintain focus and energy for about 90 days before needing to recalibrate. It’s long enough to accomplish meaningful work but short enough to maintain urgency. Too short (monthly), and you’re constantly planning instead of doing. Too long (annually), and you lose the ability to adapt and maintain momentum.
Within the EOS framework, quarterly planning serves as the bridge between your long-term vision (captured in your V/TO—Vision/Traction Organizer) and weekly execution (managed through Level 10 meetings). It’s where you translate annual goals into specific 90-day priorities called “Rocks,” ensuring your entire organization moves steadily toward its vision rather than getting lost in the whirlwind of daily operations.
Pre-Meeting Preparation: Setting the Stage for Success
Two Weeks Before: Data Gathering
Great quarterly planning starts well before the meeting. Two weeks out, begin gathering the data that will inform your decisions:
- Rock Review: Compile completion status for all current quarter Rocks
- Scorecard Trends: Analyze 13-week rolling averages for all key metrics
- Financial Performance: Prepare P&L, balance sheet, and cash flow statements
- Customer Feedback: Gather recent NPS scores, reviews, and feedback
- Employee Pulse: Collect any employee survey data or cultural indicators
- Market Intelligence: Note significant market changes or competitive moves
This data collection isn’t about creating reports—it’s about arming your leadership team with facts that drive better decisions. As Jim Collins emphasizes in “Good to Great,” you must “confront the brutal facts” before you can make meaningful progress.
One Week Before: Pre-Meeting Communication
Send a comprehensive pre-meeting package to all attendees including:
- Current V/TO for review
- Previous quarter’s Rock completion summary
- Key performance metrics and trends
- Preliminary Issues List for the quarter
- Logistics: date, time, location, and what to bring
Ask each leader to come prepared with:
- Proposed Rocks for their department
- Key issues facing their area
- Wins to celebrate from the previous quarter
- Lessons learned from missed Rocks
Meeting Environment: Creating the Right Atmosphere
Choose an off-site location whenever possible. The physical separation from daily operations signals the importance of the work and minimizes interruptions. Ensure the space has:
- Natural light and comfortable seating
- Wall space or whiteboards for visual work
- No distractions (silence phones, close laptops during discussions)
- Healthy food and breaks planned to maintain energy
The EOS Quarterly Planning Meeting Agenda
Opening: Setting the Right Tone (30 minutes)
Check-in (15 minutes): Start with a personal and professional check-in. Each person shares a personal highlight from the last 90 days and their current state of mind. This humanizes the meeting and surfaces any issues that might affect participation.
Review Meeting Objectives (5 minutes): Clarify the meeting’s purpose: review last quarter’s performance, set next quarter’s Rocks, and address key issues. Remind everyone that you’re looking for the “less but better” approach—fewer priorities with full completion rather than many priorities partially done.
Review V/TO (10 minutes): Ground everyone in the company’s vision. Quick review of Core Values, Core Focus, 10-Year Target, 3-Year Picture, and 1-Year Plan. This context ensures quarterly decisions align with long-term direction.
Previous Quarter Review: Learning from the Past (60 minutes)
Rock Review (30 minutes): Review each Rock from the previous quarter:
- Complete or not complete? (No percentages—it’s binary)
- If complete: What made it successful?
- If incomplete: Why? What can we learn?
- Should incomplete Rocks carry forward?
This isn’t about blame—it’s about learning. Create psychological safety where people can admit failures and share lessons without fear of retribution.
Scorecard Review (15 minutes): Examine 13-week trends for all Scorecard metrics:
- Which metrics are consistently green (on track)?
- Which are consistently red (off track)?
- What patterns do we see?
- Do any metrics need to be adjusted or replaced?
Financial Review (15 minutes): Review financial performance against plan:
- Revenue: on track, ahead, or behind?
- Profitability: meeting targets?
- Cash flow: any concerns?
- Key ratios: trending in the right direction?
Issues List Development: Surfacing What Matters (45 minutes)
Create a comprehensive Issues List for the quarter. Issues can be problems, opportunities, or broken systems. Use these prompts to generate issues:
- What’s keeping you awake at night?
- Where are we stuck as an organization?
- What opportunities are we missing?
- Which processes are breaking down?
- Where do we have the wrong people in the wrong seats?
Don’t solve issues yet—just get them all on the board. Typical quarterly planning sessions generate 20-50 issues. Group similar issues and clarify vague ones, but resist the urge to dive into solutions.
V/TO Annual Review: Checking Alignment (30 minutes)
Once per year (typically in Q4), review and update your V/TO components:
- Do our Core Values still reflect who we are?
- Is our Core Focus still accurate?
- Are we on track for our 10-Year Target?
- Does our 3-Year Picture need adjustment?
- What are next year’s goals?
For other quarters, simply confirm the V/TO still resonates and move forward.
Next Quarter Planning: Setting New Rocks (90 minutes)
This is the heart of quarterly planning—setting the 3-7 most important priorities for the next 90 days.
Step 1: Individual Rock Brainstorming (10 minutes)
Each leader silently brainstorms potential Rocks based on:
- Annual goals that need progress
- Issues that must be resolved
- Opportunities to capture
- Infrastructure that needs building
Step 2: Rock Sharing (20 minutes)
Each person shares their potential Rocks. Write them all on the board without discussion. You’ll typically see 20-30 potential Rocks.
Step 3: Organizational Rock Selection (30 minutes)
As a team, select the 3-7 most important company Rocks. These are the “must-dos” for the quarter. Use these criteria:
- Which Rocks are essential to hit our annual goals?
- Which address our most critical issues?
- Which create the most leverage for future growth?
- Do we have the capacity to complete them?
Step 4: Individual Rock Assignment (20 minutes)
After setting company Rocks, individuals can select 1-3 additional personal Rocks. Total Rocks per person should not exceed 3-7 for the quarter.
Step 5: Rock Documentation (10 minutes)
For each Rock, document:
- Specific measurable outcome
- Single owner (no shared accountability)
- Due date (typically quarter-end)
- Clear definition of “done”
Example of a well-defined Rock: “Implement new CRM system including data migration, team training, and full adoption by all 10 sales reps by March 31st – Owner: Sarah”
Issue Resolution: Tackling the Vital Few (90 minutes)
With Rocks set, return to your Issues List. You won’t solve them all—focus on the most critical.
Prioritization (10 minutes): Use these filters:
- Which issues, if solved, would make everything else easier?
- Which are preventing us from achieving our Rocks?
- Which are causing the most pain right now?
IDS (Identify, Discuss, Solve): For each priority issue:
- Identify (5 minutes): What’s the real issue? Dig below symptoms to find root causes.
- Discuss (10 minutes): Everyone shares perspective. Stay focused on understanding, not defending.
- Solve (5 minutes): Agree on specific action steps. Who does what by when?
Document solutions and assign ownership. Some issues become Rocks, others become To-Dos, and some get added to next quarter’s Issues List.
Cascading Messages: Ensuring Organizational Alignment (30 minutes)
Alignment doesn’t happen automatically—it requires intentional communication. Create cascading messages to share with the broader organization:
- Key Decisions Made: What did we decide that affects everyone?
- Company Rocks: What are our top priorities for the quarter?
- Wins to Celebrate: What achievements should be recognized?
- Changes Coming: What should people prepare for?
Each leader commits to sharing these messages with their teams within 24-48 hours. Consistency in messaging prevents the telephone game that often distorts communication.
Meeting Conclusion: Cementing Commitment (30 minutes)
Rock Review (10 minutes): Each person reads their Rocks aloud, confirming understanding and commitment. This public declaration creates accountability.
Cascading Message Review (5 minutes): Review the key messages everyone will share to ensure consistency.
Next Meeting Schedule (5 minutes): Lock in the next quarterly planning meeting date. No exceptions, no excuses—this commitment is sacred.
Meeting Rating (5 minutes): Each person rates the meeting 1-10 and shares what would make it a 10. This feedback improves future sessions.
Closing Comments (5 minutes): End with appreciations, commitments, or observations. Leave on a positive, energized note.
Post-Meeting Execution: Turning Plans into Reality
The First 48 Hours
Momentum is everything. Within 48 hours:
- Distribute meeting notes with all Rocks and decisions
- Each leader conducts cascade meetings with their teams
- Update all tracking systems with new Rocks
- Schedule any follow-up meetings needed for Issue solutions
Weekly Level 10 Meetings
Quarterly planning sets direction; weekly Level 10 meetings maintain momentum. Each week:
- Review Rock progress (on track or off track?)
- Update Scorecard metrics
- IDS new issues that arise
- Keep priorities visible and top of mind
Mid-Quarter Check-ins
Around week 6-7, conduct informal Rock check-ins. Are we on track? Any Rocks at risk? What support is needed? This prevents quarter-end surprises and allows for course correction.
Common Quarterly Planning Pitfalls and Solutions
Pitfall 1: Too Many Rocks
Teams often set 10-15 Rocks, guaranteeing incomplete execution. Remember: less is more. Better to complete 5 Rocks than partially complete 10. Use the “desert island test”—if you could only complete 3-7 things this quarter, what would they be?
Pitfall 2: Vague Rock Definitions
“Improve customer service” isn’t a Rock—it’s a wish. Rocks need specific, measurable outcomes. “Achieve 90% customer satisfaction score by implementing new service standards and training all 20 service reps” is a Rock.
Pitfall 3: Shared Accountability
When two people own a Rock, no one owns it. Every Rock needs single-point accountability. Others can support, but one person must own the outcome.
Pitfall 4: Skipping the Hard Conversations
Quarterly planning requires honest dialogue about performance, people, and problems. Create psychological safety where hard truths can be shared without fear. The temporary discomfort prevents long-term dysfunction.
Pitfall 5: Energy Management
Eight hours of intense planning is mentally exhausting. Build in breaks, movement, and energy management. A tired team makes poor decisions. Consider splitting across two days for deeper work.
Leveraging Technology for Quarterly Planning Success
While quarterly planning can certainly be managed with whiteboards and spreadsheets, modern technology offers significant advantages that enhance both the planning process and execution follow-through. Digital tools solve common challenges like maintaining visibility between quarters, tracking Rock progress in real-time, and ensuring the entire organization stays aligned with quarterly priorities.
The benefits of digital quarterly planning include:
- Continuous Visibility: Rocks remain visible daily, not just quarterly, maintaining focus and urgency
- Progress Tracking: Real-time updates show which Rocks are on track versus at risk, enabling early intervention
- Historical Learning: Past quarters’ Rocks and completion rates inform better planning
- Remote Participation: Distributed teams can fully participate in planning and tracking
For organizations implementing EOS, EOS One provides a purpose-built platform that digitizes the entire quarterly planning process while maintaining the human elements that make it effective. The software transforms quarterly planning from an event into an ongoing rhythm. During the planning session, teams can seamlessly set Rocks with clear ownership and measurable outcomes. Between quarters, the platform maintains visibility with dashboards showing Rock progress and integration with weekly Level 10 meetings.
The platform particularly excels at solving the “out of sight, out of mind” problem that plagues many quarterly plans. Instead of Rocks disappearing into notebooks or static documents, they remain front and center in daily workflows. Team members see how their individual Rocks contribute to company Rocks, creating line-of-sight from daily activities to quarterly outcomes. Leaders get early warning when Rocks go off track, enabling coaching conversations before it’s too late.
Perhaps most importantly, EOS One preserves the collaborative spirit of quarterly planning while eliminating the administrative burden. The technology handles progress tracking, reminder systems, and reporting, freeing leaders to focus on strategic thinking and obstacle removal. Historical data from previous quarters makes each planning session more informed, showing patterns in what types of Rocks get completed versus abandoned.
Advanced Quarterly Planning Strategies
The Pre-Mortem Exercise
Before finalizing Rocks, conduct a “pre-mortem.” Imagine it’s the end of the quarter and you’ve failed to achieve your Rocks. What went wrong? This exercise surfaces hidden risks and resource constraints, allowing you to adjust before committing.
Rock Dependencies Mapping
Some Rocks depend on others for success. Map these dependencies visually to ensure proper sequencing. If Sarah’s Rock depends on Tom’s Rock being completed first, that visibility prevents frustration and failure.
Capacity Planning
Be realistic about capacity. Consider vacations, busy seasons, and other major initiatives. A Rock set during your busiest season without considering capacity is set up for failure.
The Parking Lot
Great ideas often emerge during quarterly planning that aren’t priorities for this quarter. Maintain a “parking lot” for future consideration. This validates contributions while maintaining focus on current priorities.
Practical Next Steps
Ready to transform your quarterly planning? Here’s your action plan:
- Schedule Your Next Session: Lock in a full day within the next 30 days. No partial commitments.
- Prepare Your Data: Start gathering performance metrics, financial data, and issue lists now
- Read “Traction”: Ensure all participants understand EOS fundamentals
- Create Your V/TO: If you don’t have one, create it before quarterly planning
- Practice IDS: Use the Identify, Discuss, Solve process in regular meetings to build the skill
- Set Meeting Norms: Agree on behaviors like phones off, full participation, and honest dialogue
- Consider a Facilitator: For your first few sessions, an experienced facilitator can dramatically improve outcomes
- Commit to the Rhythm: Quarterly planning isn’t a one-time event—commit to every 90 days
Conclusion: From Dreaded to Transformative
Remember Mark’s team from our opening? The one leaving their planning session deflated and cynical? Imagine them three quarters into implementing EOS quarterly planning. They arrive energized, knowing exactly what they’ll accomplish. They leave aligned, with crystal-clear priorities and genuine commitment. Most importantly, they see tangible progress every 90 days—Rocks completed, issues resolved, and vision becoming reality.
This transformation isn’t magic—it’s method. The EOS quarterly planning process works because it balances structure with flexibility, long-term vision with short-term execution, and individual accountability with team alignment. It acknowledges human psychology (90-day focus limits) while driving business results.
The difference between companies that drift and companies that dominate often comes down to execution discipline. While your competitors hold meandering meetings that produce little beyond frustration, you can run quarterly planning sessions that create clarity, alignment, and momentum. Every 90 days, you get the chance to learn, adjust, and accelerate.
The tools exist. The process is proven. The only question is whether you’ll continue with planning theater or commit to planning that actually drives results. Your next quarter—and your company’s trajectory—depends on that choice.
Start now. Schedule that planning session. Prepare your team. Follow the process. Because in the end, the companies that win aren’t necessarily those with the best strategies—they’re the ones that execute consistently, quarter after quarter, turning vision into reality one Rock at a time.
