In a recent LinkedIn post, Mark O’Donnell discusses a powerful analogy for effective quarterly planning and execution, drawing from established business frameworks to explain why some leadership teams consistently achieve their most important goals while others struggle with productivity. O’Donnell highlights the common pitfall of leaders reporting busyness rather than finished tasks, a distinction he argues is crucial for genuine progress.
Understanding the Jar Analogy for Quarterly Success
O’Donnell introduces the concept of a “jar” representing a quarter, a framework popularized by Stephen Covey in “First Things First,” adapted for business by Verne Harnish, and integrated into the Entrepreneurial Operating System (EOS) by Gino Wickman. This analogy, according to O’Donnell, provides a clear lens through which to understand why some teams excel at completing critical objectives, while others merely remain in motion without tangible results.
“The jar represents your quarter. Here’s what goes in it: 🪨 Rocks ↳ The 3 to 7 most important priorities that must get done this quarter.”
He elaborates on the components that fill this jar, emphasizing the hierarchy of importance. The “Rocks” are defined as the 3 to 7 most critical priorities for the quarter. As Mark O’Donnell notes, these must be specific, measurable, and have a single owner, with a clear definition of “done.” He stresses that for leadership teams, aiming for 3 to 7 Rocks is ideal, while other individuals might aim for 1 to 3, with fewer being generally more effective.
Differentiating Priorities from Distractions
Beyond the essential Rocks, O’Donnell identifies other elements that compete for a leader’s time and attention. “Pebbles” represent the day-to-day responsibilities that are necessary for operational continuity but do not necessarily drive progress. “Sand” is characterized as interruptions – urgent messages, last-minute requests, or immediate problem-solving that, while often feeling critical, are frequently not.
“Most of it feels critical in the moment, but most of it isn’t.”
Finally, “Water” encompasses low-value tasks, time-consuming rabbit holes, and activities that fill the remaining gaps. O’Donnell warns that this “water” can seep in unnoticed, significantly impacting a leader’s capacity to focus on their primary objectives.
The Importance of Prioritizing “Rocks” First
The core message from O’Donnell’s post is the principle of “putting the Rocks in first.” He argues that if leaders prioritize the most important tasks at the outset, the less critical items like pebbles, sand, and water will naturally find their place around them. Conversely, starting with sand and water inevitably crowds out the space needed for the Rocks.
“Start with the water and sand, and the Rocks never fit.”
In the context of EOS, this translates to the “90-Day World,” where leadership teams set Company Rocks, and then individual Rocks are cascaded down. A key tenet of this system, as highlighted by O’Donnell, is the discipline of not adding new items mid-quarter. New ideas are directed to an Issues List for consideration in the subsequent quarter, thereby protecting the team’s focus.
The Discipline of Protecting Focus
O’Donnell points out that the true challenge lies not in identifying the Rocks, but in the discipline required to prevent “sand and water” from encroaching on the time allocated for these crucial priorities. He encourages leaders to honestly assess their current quarter and consider how much of it is truly dedicated to Rocks.
“The discipline isn’t setting Rocks; most teams can do that. It’s refusing to let the sand and water in first.”
He concludes by suggesting readers save and share this framework with their leadership teams, particularly before the start of a new quarterly planning cycle, to help teams that consistently end quarters questioning where their time went.
📝 About This Content
This article is based on insights shared by Mark O'Donnell on LinkedIn.
📅 Originally posted on June 23, 2026 | View original post on LinkedIn →