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Great questions. A few thoughts and a long answer, but I hope this helps others, too: - Our starting point is identifying the most important items in the quarter. What are the most important things that need to get done? This is the first skill we need to get good at and it often takes a quarter or two. - If the most important things can get done in a few weeks, that's completely fine. That said, this situation gives us the opportunity to think a little farther down the path. For instance, if we can get a new tool in place in 3 weeks AND we can process 7 orders within the quarter, this is more forward looking. So, the rock may be "Get the new tool operational and process 7 orders." This looking farther is another skill we want to build. - Ultimately, we are trying to build our ability to predict accurately. One person may look at a job and say "we can get that done in 2 weeks", while someone else can look at the exact same job and say "we can get that done in 6 weeks." In practice, it may take 4 weeks. This ability to estimate and predict effectively takes experience and, again, requires a skill we want our leaders to develop. Ultimately, we want our leaders to: 1) identify what the most important things are, 2) assess their capacity to get work done, 3) make commitments that maximize their resources (people, time, materials, etc) and 4) get it done. - In my experience, more people overestimate their abilities. So, I like to push for people to getting good at doing what they say first. Once they are reliable, then I like to encourage them to get more done. Reliably. - It is common for visionaries/owners/founders/drivers to think people are making easy goals to keep the heat off. I would encourage setting a couple of quarters of 100% performance and then push for better. - Because, lastly, I find that leaders that consistently achieve predictable results quarter after quarter greatly outperform leaders that reach for the stars and are consistently inconsistent.

@@rickfawcett That's definitely helpful! We are trying to implement the EOS system in our company of 2 people right now in the leadership team. So we both have split ownership of the departments. Should we only have company rocks? or also leadership rocks? since we are only 2 members, maybe just focus on company goals right? and we split them between us two, as having leadership rocks feels redundant as would just be the same as company rocks maybe.

The guiding principle is that we are trying defining roles clearly in order to see accountability. If we believe the person will be fully reliable and accountable, then we may include them. My expectation is that they will have Measurables (Scorecard), Rocks and be in an L10 for this to work. There are a variety of exception situations where we may see non-employees make it to the accountability chart, such as contracted resources (like a fractional CFO or HR leader) or full-time volunteers that are truly reliable (non-profits). My suspicion is that your scenario may be hard to sustain without the ability to dictate Scorecard metrics, Rocks and L10 IDSing. If so, I'd stay away from it.

Great question. IDSing is primarily intended to focus on the tactical items intended to keep your rocks on-track and scorecard green. Inevitably, issues will come up that are big and not tactical. A comp plan is a great example. If the issue will take more than a week to fix, then it is a rock hidden as an issue... These are dangerous because they distract and take away from your current plan. We set rocks to set our priorities. These big mid-quarter issues threaten our focus. So, when this occurs, you would recognize it as a bigger issue, add it to a "long-term" issues list and address it at your next Quarterly session. This issue, and others like it, would then compete with the many other priorities that need to be taken on for the next quarter. At first, pushing Issues to Quarterly sessions can feel irresponsible. Once you get good at it, you realize it is the key to maintaining focus because big, scary things are always popping up and derailing us. Here is an EOS video that talks about this (in particular, 1:45 minutes in): th-cam.com/video/0G4qHw1PtSI/w-d-xo.html. Great question!