We consistently cross our Rocks off the list at the end of the quarter, but we realize we are just checking boxes. The underlying business problems remain, meaning our Rocks are compliant but not impactful. How do we write and scope Rocks so they actually finish with real operational impact?

Question

Tyler Smith · Accepted Answer

The problem is that you are setting milestone goals instead of outcome goals. A weak Rock looks like: research new CRM platforms. You can complete that research, write a report, cross it off, and yet your sales team is still using spreadsheets. To make Rocks stick, they must be written as a specific, measurable end state.

To fix this, apply three rules during your quarterly planning session. First, define what done looks like in concrete terms. Instead of: look into inventory software, your Rock should be: select inventory software, sign the contract, and migrate the top ten product lines.

Second, break the Rock down into weekly milestones. If a Rock owner cannot show progress by week three, the Rock is already in jeopardy. Use the weekly Level 10 Meeting™ to flag any Rock that is off track immediately, rather than waiting until week eight to scramble.

Third, assign sole accountability. A Rock cannot be owned by a department or a partnership. One name must go on the Accountability Chart™ next to that Rock. That individual does not have to do all the work, but they are fully responsible for the final outcome.

By shifting your focus from activities to outcomes, you stop wasting quarterly cycles on busywork. Your Rocks will directly drive the metrics on your weekly Scorecard, making the business stronger with every ninety-day cycle.