Your top performer just quit. Again. The exit interview reveals the same frustrating pattern: they loved the work but couldn’t stand the culture. Meanwhile, you have another employee who perfectly embodies your company values but consistently underperforms. And that toxic high achiever you’ve been avoiding dealing with? They just drove away two more good people. If this cycle of people problems sounds exhaustingly familiar, you’re experiencing exactly what “People: Dare to Build an Intentional Culture” was written to address.
In this essential addition to the EOS Mastery Series, Mark O’Donnell, Kelly Knight, and CJ DuBe’ tackle the most complex and emotionally charged component of the Entrepreneurial Operating System: People. Drawing from their extensive experience as EOS Implementers, the authors reveal why even companies with clear vision and strong processes struggle when they haven’t mastered the people side of business. More importantly, they provide a practical roadmap for building an intentional culture where the right people thrive and the wrong people self-select out.
What sets “People” apart from the thousands of other books on organizational culture is its integration with EOS and its unflinching honesty about the hard decisions required. This isn’t about ping-pong tables and free snacks. It’s about creating a culture so clear and strong that it attracts the right people like a magnet while repelling those who don’t fit. Whether you’re struggling with hiring, firing, or inspiring, this book will transform how you think about and manage the human side of your business.
The People Component Within EOS
To appreciate the significance of “People,” it’s crucial to understand its place within the Entrepreneurial Operating System. EOS consists of Six Key Components: Vision, People, Data, Issues, Process, and Traction. While “Traction” provides the complete framework and other books like “Data” dive deep into specific components, “People” addresses what many consider the most challenging aspect of running a business.
The People Component is about having the right people in the right seats. It sounds simple, but it’s where most organizations struggle the most. You can have a brilliant vision, perfect processes, and great data, but if you don’t have the right people executing, none of it matters. This component ensures that every person in your organization shares your Core Values and excels in their role.
What makes this book particularly valuable is that it goes beyond the basic EOS tools introduced in “Traction.” While The People Analyzer and Accountability Chart remain foundational, “People” explores the deeper work of building a culture that sustains itself, attracts top talent, and creates an environment where everyone can do their best work.
The Foundation: Core Values That Actually Matter
The book begins with a profound exploration of Core Values—not the generic platitudes that adorn most office walls, but the real, sometimes uncomfortable truths about who you are as an organization.
Discovering Your True Core Values
O’Donnell, Knight, and DuBe’ argue that most companies get Core Values wrong. They either create aspirational values (who they wish they were) or adopt generic values that could apply to any company. The authors provide a revolutionary approach to discovering your true Core Values:
- The Three-Star Exercise: Identify your three best employees and list what makes them exceptional
- The Trouble-Maker Test: Think about employees who drove you crazy despite good performance—what was missing?
- The Hiring Regrets: Analyze bad hires to understand what values misalignment looks like
- The Story Method: Mine company stories and legends for recurring themes
The book emphasizes that real Core Values are often edgy and exclusionary. If your values don’t turn some people off, they’re probably too generic. Examples from real companies show values like “Embrace the Suck,” “No Brilliant Jerks,” and “Figure It Out”—values that clearly communicate who belongs and who doesn’t.
Living Your Core Values
Having Core Values is meaningless unless you live them. The authors provide practical tools for embedding values into every aspect of your organization:
- Hiring: Interview questions that reveal value alignment
- Onboarding: Immersing new employees in your culture from day one
- Recognition: Celebrating behaviors that exemplify your values
- Accountability: Addressing values violations regardless of performance
- Termination: Using values as non-negotiable standards
Right People: The Science of Cultural Fit
The book’s exploration of “Right People” goes far beyond traditional hiring advice. It’s about understanding the DNA of people who thrive in your specific culture.
The People Analyzer 2.0
While “Traction” introduced The People Analyzer, this book takes it deeper. The authors show how to:
- Create behavioral definitions for each core value
- Develop objective rating criteria that eliminate bias
- Use the tool for hiring, performance reviews, and difficult conversations
- Set and maintain the “bar” for cultural fit
The book includes powerful case studies of companies that used the People Analyzer to transform their culture, including one that let go of 30% of their workforce—including top performers—and saw productivity increase by 50%.
The GWC Filter
Beyond cultural fit, people must GWC their seat:
- Get it: They understand the role intellectually and emotionally
- Want it: They’re genuinely motivated by the work
- Capacity to do it: They have the skills, time, and ability
The authors provide innovative approaches to assessing GWC, including trial periods, job shadowing, and “day in the life” exercises that reveal whether someone truly gets, wants, and has the capacity for a role.
Right Seats: Building an Accountability Chart That Works
The book takes the Accountability Chart concept from “Traction” and shows how to build one that actually drives results.
Structure First, People Second
One of the book’s key insights is that most organizations build their structure around their current people, creating Frankenstein roles that don’t serve the business. The authors advocate for:
- Designing the ideal structure for your organization at its next level
- Defining clear accountabilities for each seat
- Resisting the urge to create seats for people
- Being willing to have empty seats until you find the right person
The Five-Role Clarity
Each seat must have exactly five major accountabilities—not four, not six. The book explains the psychology behind this number and provides templates and examples for defining crystal-clear accountabilities that leave no room for confusion or overlap.
The Intentional Culture Playbook
The heart of “People” is its comprehensive playbook for building an intentional culture—one that attracts and retains the right people while naturally repelling the wrong ones.
The Employee Journey
The authors map out every touchpoint in the employee journey and show how to infuse your culture at each stage:
Attraction Phase:
- Writing job postings that repel as much as they attract
- Using your careers page to showcase real culture
- Leveraging employee testimonials authentically
- Being radically honest about what it’s like to work there
Selection Phase:
- Interview processes that test for values alignment
- Involving multiple team members in culture assessment
- Reference checks that dig into cultural fit
- Trial projects that reveal true working style
Onboarding Phase:
- First-day experiences that reinforce culture
- Mentorship programs that transmit values
- Early wins that build confidence and connection
- 90-day check-ins focused on cultural integration
Development Phase:
- Performance management based on values and results
- Growth paths that align with company needs
- Feedback systems that reinforce cultural norms
- Leadership development that scales culture
The Culture Stack
The book introduces the concept of the “Culture Stack”—the layers of systems and practices that create a self-reinforcing culture:
- Values Layer: Core values that define who you are
- Behavior Layer: Specific actions that demonstrate values
- Systems Layer: Processes that reinforce desired behaviors
- Story Layer: Narratives that transmit culture
- Symbol Layer: Visible representations of what matters
Having the Difficult Conversations
One of the book’s most valuable sections addresses the conversations leaders avoid—the ones that keep them up at night but are essential for maintaining a healthy culture.
The Values Conversation
When someone isn’t living the Core Values, the authors provide a script:
- Start with specific behavioral examples
- Reference the core value being violated
- Explain the impact on the team and culture
- Set clear expectations for change
- Establish a timeline for improvement
The Right Seat Conversation
When someone doesn’t GWC their seat, the book offers approaches for:
- Diagnosing whether it’s a Get, Want, or Capacity issue
- Exploring alternative seats that might be better fits
- Creating transition plans that preserve dignity
- Making clean breaks when necessary
The Exit Conversation
Sometimes people need to leave. The authors provide guidance on:
- Recognizing when it’s time to part ways
- Having termination conversations with grace
- Turning exits into cultural reinforcement opportunities
- Managing team reactions to maintain morale
Building a People-First System
The book emphasizes that great cultures aren’t built on heroic efforts but on systems that make the right behaviors automatic.
The Quarterly Conversation
Expanding on the EOS Quarterly Conversation, the authors show how to:
- Structure conversations that build trust
- Balance feedback with forward-looking development
- Use data to make conversations objective
- Create action plans that stick
The Meeting Pulse
The book shows how to use your Level 10 Meetings to reinforce culture:
- Starting with values-based wins
- Using people’s headlines to address cultural issues
- IDS-ing people’s problems before they fester
- Celebrating cultural victories publicly
Technology and Tools for People Success
While culture is ultimately about human connections, the right technology can significantly enhance your ability to build and maintain an intentional culture. The authors explore how modern tools can systematize culture-building activities that often fall through the cracks.
Key areas where technology supports the People Component include:
- Values Reinforcement: Digital platforms that make Core Values visible and celebrate values-based behaviors
- Accountability Tracking: Systems that clearly show who’s accountable for what and how they’re performing
- Feedback Loops: Tools that facilitate regular, structured conversations about performance and culture
- Onboarding Automation: Ensuring every new hire gets the same powerful cultural introduction
- People Analytics: Identifying patterns in hiring, performance, and retention
EOS One, the official EOS software platform, provides integrated tools specifically designed for the People Component. Unlike generic HR systems, EOS One understands the unique language and concepts of EOS, making it easier to implement tools like The People Analyzer and Accountability Chart. The platform helps organizations maintain consistency in how they evaluate cultural fit, track accountability, and manage the Quarterly Conversation pulse.
The software’s value lies in making people management systematic without making it feel mechanical. Features like automated Quarterly Conversation reminders, integrated People Analyzer scoring, and clear accountability tracking ensure that people practices don’t get pushed aside when things get busy. This is particularly crucial for growing organizations where maintaining culture becomes increasingly challenging as you add more people and locations.
Implementation Roadmap: Your First 90 Days
The book concludes with a practical plan for implementing the People Component:
Days 1-30: Foundation Setting
- Clarify and document your true core values
- Create behavioral definitions for each value
- Assess your current team using the People Analyzer
- Build or refine your Accountability Chart
Days 31-60: System Building
- Design your intentional hiring process
- Create your onboarding experience
- Establish quarterly conversation rhythm
- Address any glaring people issues
Days 61-90: Culture Activation
- Launch values-based recognition programs
- Begin having difficult conversations
- Refine systems based on early feedback
- Celebrate early culture wins
Conclusion: From People Problems to People Power
Remember that revolving door of talent we started with? The constant drama, the cultural misfits, the compromise between values and performance? “People” provides the blueprint for ending this exhausting cycle once and for all. By building an intentional culture based on clear values, right-fit hiring, and systematic accountability, you create an organization that attracts and retains the best while naturally repelling those who don’t belong.
The transformation O’Donnell, Knight, and DuBe’ describe isn’t easy. It requires difficult conversations, tough decisions, and the courage to prioritize culture over short-term convenience. But the payoff is extraordinary: a self-managing culture where people love coming to work, where accountability is voluntary, and where growth happens naturally because everyone is in the right seat doing what they do best.
“People” isn’t just another book about organizational culture—it’s a practical guide to building a people system that works. Whether you’re just beginning to implement EOS or looking to solve persistent people problems, this book provides the tools, scripts, and courage you need to dare to build an intentional culture. Gather your leadership team, commit to doing the hard work, and prepare to build an organization where the right people don’t just survive—they thrive.
