Our leaders are eager to prove themselves, but they keep committing to four or five Rocks each quarter and failing to finish them because of day to day work. How do we align Rock capacity with what they can actually GWC™?

Question

Tyler Smith · Accepted Answer

Overcommitting on Rocks is a sign of passion, but it leads to poor execution and a culture where missing commitments is normal. To build a highly accountable organization, you must limit your quarterly priorities and align them with each leader's actual capacity.

In EOS®, less is more. The leadership team should have no more than three to seven company Rocks overall, and individual leaders should have no more than one to three personal Rocks. If a leader has four or five Rocks, they are setting themselves up to fail.

During your quarterly planning session, use the GWC™ framework to evaluate capacity. Ask these hard questions:
- Does this leader have the physical and mental hours to execute this Rock alongside their daily seat responsibilities?
- Does this Rock require cross-functional help from other seats that do not have the capacity to support it?
- Is this actually a Rock, or is it just a regular job requirement that belongs in their weekly measurables?

If the answer to any of these is no, scope down the Rock or push it to a future quarter. It is better to complete one high-impact Rock than to fail at five.