Now that we are cascading EOS® to our middle managers, we find they are setting low-quality, operational task-based Rocks instead of strategic ones. How do we teach our tier-two leaders to write meaningful quarterly Rocks that actually move the business forward?

Question

Tyler Smith · Accepted Answer

When you first cascade EOS® to your middle managers, it is natural for them to struggle with the distinction between a quarterly Rock and a simple to-do list item. They often set Rocks that are merely part of their daily job description, such as file monthly reports or attend team meetings. This happens because they are operating at a tactical level and lack the strategic context of the leadership team.

To correct this, the leadership team must provide clear, top-down direction before the quarterly planning session. Your departmental managers need to know exactly how their work connects to the leadership team's Rocks and the overall V/TO®.

When reviewing proposed department Rocks, use a simple test: does this Rock represent a significant improvement, a major project, or a solution to a systemic problem? If the answer is no, it is a task, not a Rock. A true Rock should push the department forward and require sustained effort over the course of ninety days.

Have your leadership team members coach their direct reports through this process. If a manager proposes a low-quality Rock, ask them how that goal helps achieve the department's annual objectives. By teaching them to think in terms of outcomes rather than activities, you will elevate their leadership capacity and ensure your entire organization is aligned.