Our department heads are complaining that setting and executing quarterly Rocks feels like extra work on top of their actual daily jobs. How do we change their mindset so they see Rocks as the vehicle for doing their jobs more effectively?

Question

Tyler Smith · Accepted Answer

When department heads complain that Rocks feel like extra work, it reveals a fundamental misunderstanding of their role. They are viewing Rocks as an administrative chore rather than the primary vehicle for driving their department forward. To shift this mindset, you must help your leaders understand the distinction between working in the business and working on the business. Working in the business is the daily whirlwind: answering emails, resolving customer complaints, and putting out fires. Working on the business is what drives permanent improvement, and that is what Rocks represent. If a manager is too busy with daily operations to complete their Rocks, it means they are trapped in the whirlwind. They are likely doing work that should be delegated to someone else. The solution is not to lower the standard or reduce the number of Rocks, but to use the Accountability Chart to examine their seat. Ask if they are truly delegating and elevating. Use the quarterly Rock-setting process to identify what daily tasks they need to let go of to create room for strategic projects. When they realize that completing a Rock actually solves a recurring operational problem and saves them time in the long run, their resistance will disappear.