Show Notes: Inside the 90™ Episode #36
Jami and Andrew Geisel dig into a phrase they use with each other constantly: trust the process.
Whether you're three months into EOS or eighteen, this episode is about what that phrase actually means — and how to get through the parts of implementation that don't feel like progress.
Flip the Change Cycle: Commit First, Confidence Last
Most people think confidence has to come before commitment. EOS works the other way around.
Drawing on Strategic Coach's Four C's, Andrew explains the instinct most leaders have: get confident, then get capable, then find the courage to commit.
Strategic Coach flips that order — and it changes everything about how change actually takes hold.
• Commit. Decide before you have every answer.
• Courage. Commitment ends the waffling, so you can actually act.
• Capability. Showing up in the mechanics and the rhythm is where real skill builds.
• Confidence. Capability compounds into the confidence you were chasing in the first place.
Starting with confidence means picking apart every angle and every "why" before you've done any of the work.
But you can't understand the whys until you've put in the reps — the confidence only comes after the cycle, not before it.
Sequence the Rollout: Traction Before Vision
You can't hand a whole organization every EOS tool on day one.
EOS rolls out the harder traction tools first — Rocks, the Scorecard, clarity on the Accountability Chart — before layering on the vision work.
That's because traction tools are the ones that actually change behavior, and the leadership team needs about 90 days living in them before the rest of the organization gets pulled in.
Even the early Level 10 meetings are just mechanics at first — sorting out the difference between a to-do and an issue, or a to-do and a Rock.
Trusting the process here just means showing up every week and getting a little better each time, before worrying about mastering anything.
Riding Out the Valley
There's a predictable dip in every rollout — and holding through it is the whole game.
The emotional cycle of change starts with a spike: excitement, commitment, some early wins.
Then it dips. Expectations run ahead of reality, and the team lands in what Jami calls "conscious incompetence" — aware of what's broken, not yet skilled enough to fix it easily.
It takes six months to figure out what to do, six months to do it, and six months to figure out if it worked.
That's roughly the 6-to-18-month window where most teams hit the valley — right as they're trying to roll EOS out beyond the leadership team.
Holding through that dip, without changing the process or giving up on it, is what turns the tools into an identity instead of a heavy push.
Give Every Issue a Home
Every issue has a place to go in EOS — the trick is knowing where.
The meeting cadence exists so no issue has to sit unresolved: quarterly one-on-ones, the weekly Level 10, quarterly pulsing, or a Same Page conversation between visionary and integrator.
Once an issue lands in the right meeting, the toolbox of 20-plus EOS tools gives the team a way to solve it objectively instead of arguing opinions.
A cash flow scare is a good example. Instead of sales, ops, and finance pointing at each other, the team ran the Eight Cash Flow Drivers exercise together and walked out with the six strongest quarterly goals they'd ever set.
Fault the process for the people. If there's an issue, figure out whether it was a process drop or a training gap — and fix the right one.
Trust the Process Frees the Visionary
The visionary who solves everything becomes the bottleneck.
Being the person who fields every fire feels good in the moment — it's a steady hit of being needed.
But it also means the business can't move without you, and every issue becomes urgent because you made yourself the only path to a solution.
Trusting the process removes that bottleneck: issues can go on a list instead of interrupting your day, and the team gets a system they can rely on instead of you.
One shortcut worth trying: if you're self-implementing without an EOS coach, build a custom GPT trained as an EOS expert and ask it which tool fits the issue in front of you.
It won't replace an implementer, but it's a fast way to get unstuck on which of the 20-plus tools actually applies.
Final Takeaway: Perfectible, Not Perfect
Don't go into EOS expecting to run it perfectly from day one.
The goal is to keep living in the tools, keep showing up to the cadence, and let the team get a little better every quarter.
Perfect isn't the goal. Perfectible is.
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