WKT EOS Role Scorecard - Chief of Staff
Date Updated: March 2026
Functional Role: Chief of Staff
Level: Senior Individual Contributor / Executive Support
Reports To: President & COO (solid line) | CEO (dotted line support)
Direct Reports: None (currently)
Purpose of the Role
The Chief of Staff amplifies executive capacity by ensuring the operating system runs cleanly between sessions. This seat exists to increase the leverage of the President & COO, not to add a layer of coordination, but to eliminate the friction that slows execution down. The Chief of Staff owns the infrastructure of the operating rhythm: meeting cadence, action item hygiene, issue tracking, and the discipline of follow-through across the leadership team. This seat also owns WKT's corporate communications function, ensuring the company's external voice, executive narrative, and crisis response are managed with the same discipline as the internal operating system.
Key Accountabilities
Own internal operating cadence support: meeting scheduling, agenda preparation, pre-read distribution, and post-meeting action item capture for leadership L10s and key executive meetings
Track and follow up on cross-functional action items, Rocks milestones, and commitments made between sessions ensuring nothing falls through without an owner and a due date
Support the President & COO in maintaining Scorecard data discipline and issue list hygiene
Support the President & COO on strategic projects by tracking timelines, following up with stakeholders, and surfacing progress gaps (the Integrator owns the decisions and cross-functional alignment)
Route CEO-requested support to the President & COO and flag for prioritization
Own corporate communications including executive thought leadership and public narrative, board and investor communications, external corporate messaging, media relations and public statements, and crisis communications in coordination with the CEO
Own HR administration and office operations
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Treats every action item, deadline, and follow-up as a personal commitment. Doesn't let things slip quietly, surfaces tracking gaps early, with solutions. Owns the meeting rhythm as if it belongs to them, because operationally, it does.
We are Curious
Asks enough questions before a meeting or project kicks off to anticipate gaps, missing owners, and ambiguous commitments before they become problems. Brings a diagnostic lens to recurring issues rather than just flagging them repeatedly.
We are Driven
Pushes through the administrative and coordinative work that keeps the operating system running without needing external motivation or visible credit. Stays oriented to what the President & COO and company need to move forward, not what's interesting or high-profile.
We are Nimble
Adjusts quickly when priorities shift, executives are travelling, or the operating cadence gets disrupted, re-sequencing and communicating changes without creating chaos. Comfortable with ambiguity and capable of holding multiple moving pieces with calm.
We are Relationship-focused
Builds trust with every member of the leadership team through consistency, discretion, and follow-through. Understands that this role handles sensitive information and that trust is the foundation of its effectiveness. Maintains warm, professional relationships that make coordination feel collaborative rather than administrative.
GWC - Seat-Specific Descriptors
Gets It
The Chief of Staff understands that this seat exists to make the President & COO more effective. It is not to operate as a second channel of executive communication, and not to act as a bilateral relay between the CEO and the rest of the organization. They understand the difference between increasing executive leverage and absorbing executive decisions. They get that the EOS operating rhythm is not bureaucracy; it is the infrastructure that makes everything else possible, and that their job is to protect and maintain that infrastructure with consistency and precision. They understand that corporate communications ownership is an extension of the same discipline: WKT's external voice, crisis response, and executive narrative must be managed proactively, not reactively, and that without clear ownership they become a source of risk rather than credibility. They understand that confidentiality and channel discipline are not incidental to this role; they are core to it. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat requires genuine appetite for work that is largely invisible when it's done well. The person who truly wants this role is energized by the act of closing the loop, tracking the commitment, and keeping the machine running yet not by being in the room where strategy is made. They must want to be a force multiplier for someone else's effectiveness, with full ego investment in the outcome and none in the credit. Critically, this seat also requires the willingness to hold communication discipline under pressure: when the CEO comes directly with requests, the right answer is a clear, respectful redirect and not accommodation that undermines the Integrator's authority. The person who truly wants this seat understands why that matters and does it consistently without prompting.
Capacity to Do It
The Chief of Staff must be able to manage multiple concurrent workstreams including operating cadence support, project tracking, issue triage, executive administration, and corporate communications with high accuracy and low dropped balls. The seat requires strong written communication for agenda preparation, action item documentation, stakeholder updates, and external-facing corporate messaging. Comfort with EOS tools (L10, Scorecard, Rocks, IDS) is either an existing skill or a rapid-development requirement. The role also requires discretion in managing sensitive information across the leadership team and the CEO relationship. Capacity here includes emotional regulation in high-pressure moments and staying clear and steady when executives are moving fast or in conflict.
Weekly Measurables
Measurable
Green
Yellow
Red
Action item closure rate (% of tracked cross-functional action items with confirmed status update each week)
≥90%
75–89%
<75%
Operating cadence compliance (L10 agendas distributed, Scorecard data compiled, and post-meeting notes sent within agreed windows)
100% on time
1 late per week
2+ late per week
Quarterly Output Targets
Target
Green
Yellow
Red
Strategic project milestone completion (% of assigned project milestones hit on time in the quarter)
≥85%
70–84%
<70%
Cycle time from decision to execution start (average days from a confirmed leadership decision to first documented action step)
≤2 business days
3–4 business days
5+ business days
Internal stakeholder satisfaction pulse (quarterly quick-survey: leadership team rating of CoS responsiveness and clarity)
All +/Green
1 neutral
1+ negative
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard.
Rock
Owner
Due Date
Status
[Q Rock 1]
Chief of Staff
[Date]
On Track / Off Track
[Q Rock 2]
Chief of Staff
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own follow-through on every tracked commitment without prompting or reminding?
We are Curious
Does this person ask the right questions upfront to prevent execution gaps downstream?
We are Driven
Does this person maintain the operating cadence with consistency, even when the work is invisible and unglamorous?
We are Nimble
Does this person adapt quickly when priorities shift without letting coordination quality drop?
We are Relationship-focused
Does this person maintain trust and discretion across the full leadership team and both reporting lines?
Gets It
Does this person understand that their job is to amplify the President & COO's effectiveness and not to operate as a parallel executive communication channel?
Wants It
Does this person actively want the work of closing loops, tracking commitments, and redirecting communication when appropriate without needing credit or visibility?
Capacity to Do It
Does this person have the organizational skill, communication quality, and emotional steadiness to operate effectively at this level of complexity and confidentiality?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Prepare and distribute L10 agendas and pre-reads
Weekly
No
2
Capture and distribute post-meeting action items from leadership L10
Weekly
No
3
Track cross-functional action item status and follow up with owners
Weekly
No
4
Compile Scorecard data from functional owners for President & COO review
Weekly
Partially
5
Maintain and update the organizational issues list between L10s
Weekly
No
6
Coordinate President & COO calendar and executive meeting logistics
Ongoing
No
7
Support CEO-facing requests by routing through President & COO
As needed
No
8
Manage timelines and stakeholder updates for strategic projects
Ongoing
Partially
9
Prepare quarterly planning logistics (agenda, pre-work, room/materials)
Quarterly
Partially
10
Compile Rocks status summary for quarterly review
Quarterly
No
11
Manage HR administration (onboarding, records, policy compliance)
Ongoing
Partially
12
Manage office operations and vendor/facilities relationships
Ongoing
Partially
13
Draft and distribute internal executive communications as directed
As needed
No
14
Coordinate board and investor meeting preparation as directed
Quarterly /
As needed
Partially
15
Own executive thought leadership calendar and public narrative in coordination with CEO
Ongoing
Partially
16
Own media relations and public statements in coordination with CEO
As needed
No
17
Support crisis communications response by coordinating logistics, drafting messaging, and managing process under direction of the President & COO and CEO
As Needed
No
We Know Training Inc. EOS Role Scorecard: Chief of Staff