Volunteering for stretch assignments can make a career – or break it. May Busch* says there are a few key questions to ask before plunging in.
There are many ways to gain credibility and show you’re ready to move to the next level.
One of them is to take on a stretch assignment that gets you out of your comfort zone.
It could be an additional project or a new job. It could be something you ask for or that you’re asked to do.
Sometimes they’re nearly impossible assignments that no one else wants to do.
One senior executive (let’s call her Shelly) built her entire career on taking on those seemingly impossible jobs and making a success of them.
As one of very few women at a major oil company, Shelly found herself watching from the sidelines while others got the plum jobs.
She had plenty of talent and drive, but her ‘keep working harder’ strategy was keeping her stuck right where she was.
Shelly decided she needed to take some career risks. She volunteered to take on a seemingly impossible job that no one else wanted to touch.
Within 18 months she turned that particular section from a cash drain into a high- performing unit delivering its first profit in a while.
She took on other stretch assignments and soon became seen as an expert in turnarounds and gained a high profile, which led to her being recognised for her abilities.
Stretch assignments come with huge opportunities to gain credibility, but they also come with a great amount of risk.
So, when is it worth putting your reputation on the line to take on a stretch assignment?
There are three questions to ask yourself before deciding.
Is it important to the organisation? Is it right for me? Can I stack the odds in my favour?
The purpose of taking on a stretch role or project is to take you further on the path to your goal, so you owe it to yourself to figure out whether the job or task is worth doing.
If you’ve done all the heroics to make the project or opportunity happen, will the organisation see it as valuable?
Is the outcome going to make a meaningful impact?
When I was asked to transfer to London to start a new business, it was a huge stretch opportunity for me.
Not only would I be building a business for the first time, I was also going to have to move my husband and three young children to a new country.
There was a lot at stake personally and professionally and it had to be worth it.
So I asked how big a market opportunity this was and how it fitted into the overall division’s strategy.
The division head’s answer gave me comfort that this was a significant opportunity. Done well, this would be highly visible to the rest of the firm.
When he set up conversations with top management, I knew this was an assignment worth taking on.
Of course, I also talked to a few trusted mentors and colleagues to get their views to counterbalance the sales pitch from senior management.
Determining that the stretch assignment is meaningful in the eyes of the organisation is only the first part of the equation.
Equally important is the second question: Is it right for me?
When you’re leaning into the things you do best, you’re more likely to succeed and enjoy the process.
So make sure the stretch assignment allows you to use your best strengths and skills.
The reason this is so important is that what seems nearly impossible for one person can be a completely doable challenge for another.
We each have our unique abilities and the more we can use them the simpler and more possible a stretch assignment can be.
Which brings us to the third question: Can I stack the odds in my favour?
Before saying yes to the stretch assignment, look for ways to reduce the risk. That means thinking about what could tip the scales in favour of success.
Is there additional staffing support you need so you’re not constantly redoubling your efforts and risking burnout?
Do you have a powerful sponsor who is standing by to help you pave the way forward and help you trouble shoot?
Or maybe you have a mentor or others in your network who have done a similar kind of project or role and can give you advice along the way.
It might be as simple as being able to meet the key people involved before starting.
You owe it to yourself to set yourself up for greater chances of success. So whatever you can think of ahead of time, go and do it or ask for it.
Because once you’ve said yes, people tend to move on to their next concern and expect you to just get on with it.
*May Busch works with smart entrepreneurs and top managements to build their businesses. She can be contacted at [email protected].
This article first appeared at maybusch.com.
