The Learning Assignment

We said that learning is core to enrichment. Now let’s look at how a learning assignment brought back the “juice” of the job for one employee.

When Sergey’s boss asked what he wanted to learn next year, he said, “I’d like to improve my negotiating skills.” The boss said, “Great, let’s do it,” and they began a three-step learning process. Here are the steps they followed and how it worked out for Sergey.

Step 1. Conscious Observation. Sergey’s boss selected an expert for Sergey to observe—someone who was exceptionally skilled at negotiating. After the observation, Sergey and his boss discussed what Sergey noticed, learned, would mirror or do differently.

Step 2. Selected Participation. Sergey’s boss gave him the chance to take a well-defined but limited role in a negotiation (preparing the opening remarks with a vendor). The goal was to give Sergey an opportunity to get his feet wet without feeling overwhelmed. Following the meeting, Sergey and his boss discussed what worked and where there might be room for improvement.

Step 3. Key Responsibility. Sergey’s boss gave him primary responsibility for a project that required excellent negotiation skills. Sergey completed the entire negotiation with the vendor and was both visible and accountable for the outcome. His boss was present, of course, but would have stepped in only if Sergey requested his support.

It worked. One year later, Sergey is thrilled with his job and continues to develop mastery as a negotiator for his organization.

Note: Any one of these steps can be the learning assignment, in and of itself.