Our leadership team starts the quarter aligned on our Rocks, but by week three, we realize the scope was poorly defined, leading to arguments over what done actually looks like. How do we establish absolute clarity on Rock definitions from day one?

Question

Tyler Smith · Accepted Answer

If you are arguing about whether a Rock is done at the end of ninety days, you failed before the quarter even started. Vague Rocks like improve customer service or upgrade our software are recipes for disappointment. To ensure your quarterly Rocks actually finish, you must establish an absolute definition of done during your quarterly planning session.

For every Rock you write on the V/TO®, the owner must define three to five specific, measurable milestones that constitute completion. We call this scoping the Rock. Instead of improve customer service, the Rock must be scoped as research, select, and purchase a new ticketing system, and train the support team on its use by the end of the quarter.

Before the quarterly session concludes, the Integrator must review each Rock and ask the owner to explain exactly what the finished product looks like. If there is any ambiguity, rewrite the Rock immediately. Once the quarter begins, use your weekly Level 10 Meeting™ to track progress against these milestones, not just a vague feeling of on track or off track. When the scope is crystal clear on day one, there is no room for interpretation, excuses, or goalpost-shifting on day ninety. You either completed the defined milestones or you did not.