We are struggling to write Rocks that actually get finished because our leaders keep setting vague, ongoing responsibilities as quarterly Rocks instead of specific, measurable priorities. How do we scope Rocks so they are binary and drive real progress?

Question

Tyler Smith · Accepted Answer

A common mistake during quarterly planning is setting Rocks that are actually just daily job descriptions. If a leader has a Rock called manage the sales team or improve customer satisfaction, they are setting themselves up for failure. These are ongoing responsibilities, not quarterly Rocks. Rocks must be specific, measurable, and binary, meaning at the end of ninety days, the answer to whether it is done is a simple yes or no. To scope Rocks correctly, use the smart framework. Every Rock must have a clear, quantifiable end state. For example, instead of improve customer satisfaction, a scoped Rock would be design and launch a customer feedback survey and collect one hundred responses by week twelve. This makes the expectation crystal clear. Additionally, your Rocks should focus on building enterprise value, especially if you are preparing for an exit. Focus your quarterly Rocks on documenting processes, implementing AI-powered operational efficiencies, or removing the owner from daily tasks. When you write a Rock, ask yourself what the physical deliverable is. If you cannot point to a specific document, system, or completed task at the end of the quarter, the Rock is too vague. Scoping Rocks properly ensures your team is not just busy, but is actively building a valuable, self-sustaining company that is attractive to buyers.