We struggle with cross-departmental Rocks where multiple leaders need to collaborate, resulting in finger-pointing at the end of the quarter. How do we structure and run cross-functional Rocks so they actually finish?

Question

Tyler Smith · Accepted Answer

The primary reason cross-departmental Rocks fail is a lack of clear ownership. When multiple leaders are responsible for a priority, nobody is truly accountable. To solve this, you must adhere strictly to the rule of single ownership for every single Rock on your list.

Even if a Rock requires significant work from multiple departments, only one person on the leadership team can own it. The owner is not complexly doing all the work, but they are the one accountable for crossing the finish line. They must project-manage the initiative, coordinate with other departments, and raise issues in the weekly Level 10 Meeting™ if they run into roadblocks.

To ensure success, use the following rules when setting cross-functional Rocks:
- Assign one owner who GWC™ the responsibility.
- Break the Rock down into clear milestones with specific deadlines.
- Define exact deliverables for each supporting department.

If a supporting leader fails to deliver their part, the Rock owner must bring that specific issue to the table during the weekly IDS® session. This keeps the project moving forward and prevents finger-pointing at the end of the ninety days, ensuring your major initiatives actually finish.