I’ve been spending some time with i4cp’s report, Accelerating High-Potential Employees on the Path to Leadership. It’s the kind of document that you read, mull over what you’ve read and read some more. The part I’ve been reading lately is about using high profile stretch assignments in leadership development.
Here’s a key quote from the report. The term “HPO” refers to a “High Performing Organization” while an “LPO” is a “Low Performing Organization” as defined by their performance on i4cp’s Market Performance Index.
“More than six in 10 HPOs say the use of high-profile stretch assignments for high-potential employees is a significant factor in the success of their high-potential development programs.”
There’s one thing missing from the discussion that I think is important. The fact that we’re talking about “stretch” assignments means that there’s a possibility of something less than success.
On the personal side, that’s where coaching can ride to the rescue, helping people learn from the failure and move on to the next challenge. It’s important for the person to understand that something less than success, including outright failure isn’t a knockout blow.
That can only happen if it’s the truth. So the people doing the talent review need to be careful. Successful careers include assignments that don’t work out and projects that don’t achieve objectives. The key in talent evaluation is to analyze the “whys” more than just the outcomes.
High profile stretch assignments are great leadership development vehicles. Development should happen whether the assignment is a success or not.
