Don’t let the environment beat you up
In today’s environment, there are more failures than successes. But is it the environment that makes you fail or the way you react to the environment that makes you fail. Later is not acceptable. It is the best environment to learn the strategy – new, adaptation, diversification, hybrid or any other form of strategy. Same business and even just might not always be the solution, but rather it is a strategic alignment.
Usually when you fail, do you owe someone else to share the story? You have to think about success and failure a little differently than you are used to. While the environment is a huge factor at a time like this, it is the mismanagement that is hidden that puts organizations at risk, the reason being that people are rewarded for achieving goals at work, hiding things. mistakes seems the rational thing to do.
Most adults avoid failure because it looks bad: your Ego will want to protect you from losing face or your job. For this reason, normalization of failures is most effectively embodied by employees. Failures or mistakes cost businesses millions of dollars, some mistakes are quantified and most are not, because there is no perfect science to assess the business value of losses.
Adopt and Learn
If you’re a leader who exudes success, climbs the ladder, and earns a lot of money, your coworkers are probably resenting you to some degree. Top performers can win over their colleagues with a simple approach: by sharing the failures they have encountered on the path to success.
It is a generally accepted standard that failure is bad. These widely held beliefs are wrong. First, failure is not always bad. In organizational life, it is sometimes bad, sometimes inevitable, and sometimes even good. The attitudes and activities required to effectively detect and analyze failures are rare in most businesses, and the need for context-specific learning strategies is underestimated.
Organizations need new and better ways to move beyond lessons that are superficial or selfish. Failure and fault are virtually inseparable in most organizations and cultures. Every employee learns at some point that admitting failure means taking the blame.
This is why so few organizations have shifted to a culture of psychological safety in which the rewards of learning from failure can be fully realized.
A sophisticated understanding of the causes and contexts of failure will help avoid the blame game and put in place an effective strategy for learning from failure.
Although an endless number of things can go wrong in organizations, errors fall into three broad categories: preventable, complexity-related, and intelligent.
For all organizations and all managers, failure is a recurring reality. But although failure is widespread, few individuals or organizations respond positively. For failure to work productively, leaders must recognize that plans must be adaptable in a dynamic environment; failure must be built into the culture and everyone must be prepared to fail quickly, adapt and learn. We have long believed that over time organizations tend to feel comfortable doing the same thing, only making incremental changes. But in the tech industry, where breakthrough ideas are driving the next big areas of growth, you have to be a little uneasy to stay relevant.
Put the failures behind you
People often react to a failure at work as they might react to a personal tragedy.
They don’t know what to say or how to read or rate it, so they avoid discussing it entirely. Make it your mission to tackle the elephant in the room, acknowledging the failure and seeking to understand the underlying causes.
Learning is crucial for a positive culture, but it almost never happens without mistakes, hiccups or failures. Learning quickly, and also learning from the failures of others, helps your organization to be successful more consistently and frequently.
We are all tempted to put our failures behind us. After all, we usually win jobs and promotions by reciting our summary of our successes, not by recounting our failures. However, sharing the hands-on learning of a failed activity more widely can benefit you and others in your organization.
Find the right way to share: a white paper, a conference, an internal blog post. It’s a useful way to explore and expand your organization’s tolerance for failure, and to shed light on how these stories make their way.