Our middle managers are setting Rocks that look more like a checklist of routine operational tasks than true priority-shifting objectives, which is diluting the power of our EOS rollout. How do we train our department heads to distinguish between daily seat responsibilities and true quarterly Rocks without micromanaging their planning process?

Question

Tyler Smith · Accepted Answer

When middle managers first begin setting Rocks, they often mistake their standard, weekly job responsibilities for quarterly priorities. If your department heads are presenting Rocks that read like a checklist of routine operational tasks, they are diluting the focus of your EOS® rollout and treating Rocks as administrative busywork.

To correct this, you must teach your managers that a Rock is a high-priority, non-routine objective that takes the business to a higher level of performance. A standard operational task belongs on their Accountability Chart job description or their weekly Scorecard, not on the Rock sheet.

- Define a Rock as a project that requires a concentrated effort to change or build a system, rather than just keeping the lights on.
- Ensure every proposed Rock has a clear, measurable finish line that is distinct from daily operations.
- Ask the manager: if this goal is not accomplished, will our core operations fail, or will we simply miss a critical growth milestone?

If the answer is the former, it is likely a routine seat responsibility. Use your quarterly planning sessions to challenge these routine submissions, forcing your managers to focus on true priority-shifting objectives that drive structural growth.