Quarterly Rocks & Priorities: Don’t Waste Another Quarter

Tis the season of quarterly planning meetings and setting priorities for the future. In the past few weeks, one recurring theme that stands out from the quarterly offsites I’ve been part of the last month: the clarity and execution of quarterly priorities (or Rocks, depending on the framework you use). For simplicity, I’m sticking with "Rocks" here.

In these offsites, everyone nods in agreement: "Yes, these Rocks are critical!" They land squarely in Quadrant 2 of the Eisenhower Matrix—high importance, low urgency. And yet, by mid-quarter, teams start drifting.

When I talk to other Scaling Up or EOS coaches, the automatic answer is: "It’s a people problem!” Meaning, the team isn’t stacked with enough A-Players.

I don’t buy that.

If execution is failing, the responsibility is on leadership—not just the team. As a coach, my job is to set my CEOs and teams up for success. If Rocks aren’t getting done, it’s not about working harder; it’s about working smarter. Here’s how.

1. Tie Everything Together

   Rocks that don’t connect to Goals are just to-do list items. Goals that don’t connect to a clear company Theme get swallowed up in the daily firefight. If your Rocks aren’t anchored to something bigger, they’re the first thing to be sacrificed when the quarter gets messy.

   Think of it like this: Rocks should be the tactical execution of a bigger strategy. If you can’t draw a straight line from a Rock to a Goal and from that Goal to a broader Theme, then it’s not a Rock—it’s just a distraction.

2. Elevate "The Why"

   Let’s be real. Most of your team isn’t thinking about BHAGs, Core Values, Brand Promise, or Purpose on a daily basis. They’re grinding. Their heads are down. And about halfway through the quarter, they look up and ask themselves: “Is this Rock really more important than what I’m doing right now?”

   That’s how execution slips.

   The fix? Use Monthly Meetings to reinforce company DNA. Before diving into updates, take five minutes to review the BHAG, Core Values, and Quarterly Goals. Context is everything—without it, Rocks feel optional.

3. Suspend the "13-Week Race" Mentality

   Scaling Up teaches the 13-Week Race, a tool to help plan execution over a quarter. Good idea in theory. In practice? It breeds Parkinson’s Law—work expands to fill the time allotted.

   Here’s the truth: not everything needs 13 weeks. If a Rock can be done in six weeks, get it done in six weeks. Leaders who drag out execution to match a quarter’s timeline are playing corporate theater—not running a high-performance business. Real A-Players don’t sandbag.

4. Fix Rock Updates—No More Generic "On-Track"

   The standard weekly Rock check-in: "On-track or off-track?" Sounds great. In reality it’s too generic and doesn’t inform anyone.

   How many times have you heard "On-track"—only to find out six weeks later that it’s nowhere near done?

   Here’s the new rule: If your Rock is 'on-track,' you have 15 seconds to say exactly what you did this week to keep it there. If that explanation is vague or weak, the team has full permission to call it out. Execution thrives on accountability, not optimism.

5. Switch from SMART Goals to FAST Goals

   Most Rocks fail because their success criteria are too vague or too rigid. MIT research shows that poor goal setting leads to sandbagging and misalignment.

   The fix? Ditch SMART goals for FAST goals:

• Frequently discussed

• Ambitious

• Specific

• Transparent

  All Rocks should be tied to a clearly numbered Goal, so when you’re in your Weekly Meetings, you’re tracking execution against strategy—not just checking boxes.

  6. Make Rock Presentations Matter

At the end of the quarter, every Rock owner presents their results. But not just a victory lap—this is about learning, alignment, and accountability. Each person answers three questions:

1. How did this Rock contribute to our broader goals?

2. How did you rely on the team to get it done?

3. On a scale of 1-10, was this your best work? Why or why not?

This forces reflection. It also makes it clear who’s driving results—and who’s just coasting.

Execution Is a Leadership Problem

If your Rocks keep slipping, it’s not just a "people problem"—it’s a leadership problem. The best CEOs and executive teams don’t just set priorities; they create the structure and accountability to make sure execution actually happens.

If you’re tired of watching quarterly priorities slip through the cracks, start implementing these changes. Better conflict. Better alignment. Better results.

Make it a priority.