There are only two of us, and we talk all day. Do we really need a separate weekly founders meeting?

Question

Tyler Smith · Accepted Answer

Keep a weekly appointment, but give it a job that your everyday conversations do not do: check priorities, surface unresolved blockers, and make explicit commitments. Talking frequently is not the same as closing decisions.

Use a consistent time and a shared note. As a starting experiment, reserve 30 minutes rather than adopting a full leadership meeting format. That is a proposed adaptation for your team, not the standard EOS Level 10 Meeting.

Keep the agenda simple:
- Each founder names their top priorities for the week, with no more than 60 seconds each.
- Check company and individual quarterly priorities as on track or off track.
- Review last week's commitments.
- Solve the most consequential blocker.
- Record who will do what and by when.

Do not replay conversations you already had. Bring an item only if it needs a decision, reveals a dependency, or changes a commitment. If you disagree about whether something was decided during the week, write the decision down now.

If there is nothing meaningful to solve, end early. The point is a dependable checkpoint, not using every minute on the calendar.

Your test is whether both founders leave with the same understanding of what matters next. If one thinks selling is the priority while the other thinks rebuilding the product is the priority, the meeting has work to do.