We are ready to roll out company Rocks to our departmental teams after our first annual planning session, but department heads are loading up their teams with too many low-priority projects. What strict criteria should we enforce to prevent Rock bloat at the departmental level?

Question

Tyler Smith · Accepted Answer

Rock bloat at the departmental tier is the fastest way to burn out frontline staff and destroy operational momentum. When department heads cascade the system, they frequently mistake routine operational tasks for strategic Rocks, handing supervisors long lists of priorities that dilute focus.

To prevent this, enforce three non-negotiable rules before any departmental Rock is approved:

First, cap the number at one to three Rocks per person. Frontline managers and supervisors have heavy day-to-day operational responsibilities. Expecting them to complete five large strategic projects while running daily shifts is unrealistic. Less is more.

Second, require a direct line of sight to a company Rock or a key Scorecard measurable. If a proposed departmental Rock does not directly accelerate an agreed-upon company priority or fix a lagging metric on the leadership Scorecard, it is not a Rock. It is simply daily operational work that belongs on a departmental to-do list.

Third, mandate the ninety-day test. A true Rock is a substantial priority that requires sustained effort across several weeks to complete. If an objective can be finished in a weekend or two weeks, it is a to-do, not a Rock. Conversely, if it cannot be finished within ninety days, it must be broken into smaller phases.

The Integrator must review all proposed departmental Rocks at the beginning of each cycle to prune low-value items. High accountability requires exceptional clarity on the few things that matter most.