During our weekly Level 10 Meeting™, our leadership team members keep trying to renegotiate their Rock scope or push deadlines when they fall behind. How does the Integrator hold them accountable without micromanaging?

Question

Tyler Smith · Accepted Answer

Rocks are ninety-day commitments. They are not guidelines, and they are not aspirational goals. When a leadership team member starts renegotiating the scope or timeline of a Rock mid-quarter, they are eroding the execution culture of the business. The Integrator must hold the line.

To do this without micromanaging, the Integrator must enforce the rule of ownership. Once a Rock is set and agreed upon at the quarterly session, the owner is fully responsible for its completion. If a leader falls behind, the weekly Level 10 Meeting™ is the place to flag the Rock as off track.

When a Rock is flagged, it goes directly to the Issues List. The Integrator should not jump in to solve the problem for them or offer an extension. Instead, use the IDS® framework. Identify why the Rock is off track. Is it a capacity issue, a resource constraint, or a lack of focus?

The discussion should focus on what obstacles need to be removed to get the Rock back on track by the end of the quarter, not how to move the finish line. If the team member needs help, other leaders can take on specific To-Dos to assist. But the ownership remains with the original leader. Holding people accountable means letting them feel the healthy pressure of their commitments and helping them find a way to deliver, rather than letting them off the hook.