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Give Out the Monumental Assignment

THE MONUMENTAL ASSIGNMENT begins with a simple question: What crucial projects have failed in recent years? Yes, failed. Make a quick list of these and now think about whom you could ask to be the next in line to give it a go. In fact, if you are looking for a great way to really challenge someone, assign them an account, an initiative, or some other project that simply did not work the last time it was attempted. Packaged in this simple concept can be a number of opportunities for growth and development. In fact, it can include any of the tips we have been writing about in one big developmental assignment. After all, there is risk of failure in oftentimes a visible way. Of course, there needs to be some probability that the task actually can be accomplished, but by challenging high-potential employees in this manner, you will gain a glimpse into what they are really made of. Can they solve problems creatively? Handle stressful systems? Navigate organizational politics? Work across departments or industries? Build and lead a team? Influence others? Sell an idea or concept? Manage a project?

We understand that some of you may hesitate to set someone up for failure or even the potential for failure. However, when chosen wisely, these opportunities can be an opportunity for a team member to shine and your organization to take a risk in a healthy manner. Likewise, projects that have failed in the past may serve as an opportunity to learn from past mistakes and truly impact the organization in a positive manner. Choose these opportunities wisely (and with caution) and be sure to support those involved all along the way.

We heard from one manager who reported very positive results using this strategy. What he did was have employees report periodically regarding one failure (or something that did not proceed in an anticipated, positive way). Not only did he encourage this, but he made room for this at every team meeting by carving out five minutes for this process. While at first people were reluctant to do this, they quickly learned the power of failure. What appeared to encourage this more than anything was not only the five minutes within the ninety-minute weekly meetings, but also the fact that the manager himself modeled this by talking about his own failures. And it’s not just the failure that is key—it’s the retrospective analysis in which one addresses what they might do differently next time. Of course, others may chime in with additional ideas to help out the individual. And one serendipitous finding here was that people sometimes discovered that they did not fail as much as they thought—either because of the learning that occurred in this process or because others pointed out some of the positive results they might have overlooked.