Good leaders don’t wait for team members to be perfectly ready to tackle assignments beyond their comfort zone. They stretch team members with projects, initiatives, and assignments that will provide a great learning opportunity and a potential showcase of their skills and talents.
How leaders frame the challenge varies along a continuum from positive to negative, from optimistic to pessimistic, and from encouraging to forewarning. Consider the differences between these expressions:
- I have the utmost confidence in you to tackle this assignment. You’ll do great and learn a lot. We are 100 percent behind you on this. (encouragement)
- You’ve earned your way to getting this stretch assignment. You have the chance to prove how good I know you are. (praise and confidence)
- This is a tough assignment and I think you’re ready for it. As you think about your approach, let me know if I can help you in any way. (tepid support)
- This is a really hard assignment and you’re not likely to succeed on all fronts. Just take your time, be thoughtful, let me know how I can help, and expect some disappointments along the way. (pessimistic support)
- We’re giving you this stretch assignment to give you experience and a chance to test your skills. You’re not ready for it. No one is. But it’s a great chance to see what you’re made of. (negative expectation)
- If I were you, I would turn down this assignment. You have every right to say it is beyond your skill level and you’re likely to underperform. But we think if anyone can succeed and grow from this, it is you. We’re here when you need us. (pessimistic discouragement)
How leaders frame situations matters. This is especially true for confirming stretch or challenging projects and assignments with team members.
Team members tackling an initiative beyond their comfort and skills want and need support and encouragement. Being candid about the reality of success doesn’t enter the initial conversation and framing for good leaders. They know confidence drives high performance and they go out of their way to provide it. They save their concerns for later when team members offer a plan of action.
Most leaders recognize this in theory but are less mindful when they deliver the message. It is surprising how often leaders think they have been optimistic and encouraging when they have actually delivered a pessimistic and discouraging message. Hearing yourself is never easy.
Leaders need to be mindful, rehearse, and practice for situations like this to project the positive message and framing they truly desire. Leaving it to an impromptu expression or frame is often a mistake. Too many leaders think they are being encouraging when they aren’t. Seeing the message on a piece of paper or on a screen can be jarring but also a great learning device.
How you say what you say is critically important for leaders. Small nuances in messaging carry big meanings for people. Framing situations in the positive is a crucially important leadership skill. Practice makes perfect. Get to it.
