Patrick Shaw

And I think we took it a step further

But it's been so incredibly powerful.

In the beginning, each division leader would come up with rocks for people on the team.

And the rock is a goal for that quarter.

Right.

Pretty simple, really.

And then there's milestones under the goal and then there's to do's.

And I think we misinterpreted it, and it was one of those blissful things that come out of some misunderstanding of how rocks were supposed to be.

But long story short, what ended up happening is it became unmanageable for the leaders to give everybody rocks because it became too much of a workload every quarter.

And so I got to a point where I'm just saying like, look, I want you to take five to maybe 15% of your time.

I want you to come up with one good idea, one thing that you can do based on our company goals or whatever it may be that you can execute on that's going to help us improve as a company, right?

And I went so far as to say, I don't care if it's improve your relationship, right?

Now, in traction, you have to read that rock, say what you need help with, and the progress you made last week.

And you do it every single week.

You following me?

So I'm telling them, I don't care if your relationship's a disaster and it's affecting your ability to work from home, then fix it.

And that'll actually benefit the company.

Now, most of the time, they tend to come up with some idea that is more direct to our bottom line, but it is amazing to me.

When you get 70 people and you get a rock every quarter, you go do the math on that over a period of a year, and a third of them aren't that great.

A third of them are like, huh.