I still hold four seats on our Accountability Chart while we scale, and every quarter I commit to one Rock per seat, ending up with four or five major Rocks that I routinely fail to complete. How should an owner sitting in multiple seats set and execute quarterly Rocks?

Question

Tyler Smith · Accepted Answer

Committing to four or five Rocks while running four functional seats is a recipe for operational failure. When you spread your focus across that many quarterly priorities, you drop balls, delay your team, and teach the organization that missing Rock deadlines is acceptable.

On an EOS leadership team, each human being should own between one and three Rocks per quarter, regardless of how many seats they currently occupy. Your total capacity as a person does not expand simply because your name appears in four boxes on the Accountability Chart.

When you enter your quarterly planning session, you must view the company through the enterprise lens rather than your departmental hats. Identify the company-wide Rocks first. Next, look at the seats you hold and ask where the highest leverage point is for the next ninety days.

If your sales pipeline is empty, your one or two individual Rocks must sit inside the Sales seat. The other three seats you occupy must run entirely on Day-to-Day operational mode with clear Scorecard measurables, without new strategic initiatives attached to them for that quarter.

More importantly, use your quarterly planning to solve your multiple-seat problem through IDS. One of your Rocks should almost always be delegating or hiring someone to replace you in at least one of those seats. Your ultimate goal is getting down to your true seat, which is typically the Visionary or Integrator.