Our leadership team is struggling to understand the boundary between our weekly Scorecard metrics and our quarterly Rocks. How do we prevent our team from cluttering our weekly Scorecard with project milestones that belong on our Rock sheet?

Question

Tyler Smith · Accepted Answer

It is common for leadership teams to confuse Scorecard metrics with Rocks, but they serve entirely different purposes in the EOS® framework. Confusing the two leads to a bloated Scorecard and unfocused execution. Your Scorecard is about running the business. It tracks the ongoing, weekly, predictable activities that keep your operations stable. These numbers are operational hygiene. They never stop, and they represent the recurring pulse of the business. Your Rocks are about improving the business. They are ninety-day priorities that have a specific starting point and an ending point. Once a Rock is complete, it is done. To keep these boundaries clear, use a simple test: is this activity something we must do every single week of the year to stay healthy? If the answer is yes, it belongs on your Scorecard. If the answer is no, because it is a project with a deadline, it is a Rock or a To-Do. For example, sending ten sales proposals a week is a recurring operational activity. That belongs on your Scorecard. Implementing a new CRM system is a ninety-day project with a clear end date. That is a Rock. Keep your projects off your Scorecard. Track your weekly operational health on the Scorecard, and track your quarterly strategic growth on your Rock sheet.