Stretch One Person At A Time
Choose a stretch assignment with the right mix of autonomy and support for one person's readiness.
The same opportunity can develop one person and overwhelm another. Readiness is task-specific. Separate Motivation From Readiness Someone can be highly motivated and still need structure. Another person can be technically capable but low on confidence because the stakes are new. Treating both as "ready" creates avoidable failure. Ask what the task requires and what evidence the person has already shown. Define The Ownership Line A stretch assignment needs a clear ownership line: the person owns the opening, the decision memo, the stakeholder map, the risk review, or the recommendation. Without that line, the leader hovers and the person never…
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