Creating Valuable Rocks

[@allangamez94]

man, this is exactly what I was about to start doing after the accountability chart and you drop this! awesomeeeeee

[@allangamez94]

How do you estimate the time something will take to do? some people can say "I think you can do this in 1 week" while others might say " not I think 4 weeks" and another says 3 months. So how do you ensure your priorities take 3 months to accomplish? or what if we reach our goals before 3 months? do we just work on autopilot until next quarter?

[@rickfawcett]

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.

[@allangamez94]

@@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.