We consistently fail to complete our quarterly Rocks because they are scoped too broadly or lack concrete execution owners. How do we apply a rigid, engineering-like discipline during planning to ensure every Rock crosses the finish line?

Question

Tyler Smith · Accepted Answer

Failing to finish Rocks is almost always a scoping problem, not a performance problem. Leadership teams often write Rocks that are actually entire corporate initiatives disguised as three-month goals. To ensure your quarterly Rocks actually get crossed off the list, you must apply a rigorous, pigheaded discipline during your quarterly planning sessions. First, make sure every Rock is truly SMART: specific, measurable, attainable, realistic, and timely. If a Rock has multiple sub-phases, your goal is not to complete the entire project this quarter. Your Rock is to complete phase one. Second, assign a single, clear owner on the Accountability Chart. If two people own it, nobody owns it. Third, during your weekly Level 10 Meeting™, do not accept a simple status update of on track or off track without verification. If a Rock is off track for two consecutive weeks, it must be dropped down to the Issues List to be solved. Finally, look at your team's conative profiles using tools like the Kolbe A Index. If you have a team of high Quickstarts who love starting things but hate finishing them, you must pair them with high Follow Thru team members to keep the momentum going. By breaking major goals down into ninety-day bites and relentlessly tracking them weekly, you build a culture where hitting your Rocks is non-negotiable.