Moderate levels of discomfort—stretch assignments—accelerate development.
Skills are learned best by doing, when tasks are meaningful and unfamiliar.
70% of learning comes from challenging job assignments. 20% from social learning like modeling, feedback, and coaching. 10% from formal training.*
Typical approach to stretch assignments
Start with the project. Explain what’s happening. Develop a plan. Help the new person succeed by diving into the nuts and bolts.
Fresh approach to stretch assignments
Begin with one question that makes stretch assignments work.
“How can we make this an awesome experience for you?”
- What energizes you about this project?
- What do you hope to learn from this challenge?
- What would make this useful to your development?
- Imagine this assignment is over. What made it a great experience for you?
- Imagine this project is a catastrophic failure. What didn’t you do?
When projects come first, people become tools.
Begin with people, not projects, when assigning challenging projects.
10 Ways to Supercharge Stretch Assignments
- Acknowledge that a bias toward action causes leaders to neglect the human side.
- Work toward positive experiences, even when challenging.
- Explore projects AFTER you understand a person’s aspirations and passions.
- Commit to the best interests of others. People don’t fit when their best interests don’t align with organizational advantage.
- Give people a chance to demonstrate their ability and take current strengths to new places.
- Provide abundant feedback.
- Create opportunities for reflection. “What are you learning?”
- Be enthusiastic about the growth and fulfillment of others.
- Provide mentors and coaches.
- Honor success. Learn from failure.
How can leaders use stretch assignments in a people-focused way?
*These percentages are a framework developed by Morgan W. McCall Jr., Michael M. Lombardo, and Ann M. Morrison. There are some situations where they don’t apply. Compliance training for example. Here’s a paper by Morgan W. McCall Jr.
