We typically do not set out to fail in whatever endeavor we pursue, but it can sometimes happen. The more significant challenge is not that we fail but what we learn from our failures. Can we apply what we learned and grow from the experience?
It is early in 2025, so we still have the opportunity to reflect on what happened last year and, when things did not go as planned, what we can learn to avoid a similar challenge this year. In all the years of client engagements we have under our belt, those leaders who take the time to do this simple but sometimes hard process of looking at themselves in the mirror and being ruthlessly honest with their self-evaluation on where they might not have succeeded but where they likely failed are the ones who have grown more successful in their leadership.
Nowhere has there been a definition of leadership that indicates a leader never fails. If you look into the histories of great leaders, you will find that the majority have had numerous failures along their path to greatness. It is true that they also have persistence and perseverance along with other traits, but if you look closely, you will find that they rarely make a similar mistake to cause failure. The situation might have been different, causing different variables, but they limited their exposure to failing by learning from every effort they put forth.
As business owners and leaders, there is a strange expectation that we cannot do anything incorrectly. You already know this is a false statement, but those on your team probably have a different view. As the leader, they figure you have it all sorted out and know where all the pitfalls are. You don’t tell them so they can find them and figure it out, just like you did at one time in the past. Sometimes, letting your team find challenges on their own can be very beneficial as long as you let them know you have their back and there is a net to catch them should they experience free fall problems.
Recently, an owner was made aware of a step missed during a relatively routine procedure. So that the situation could be the impetus for growth, the owner had a functional leader address the situation with the team member. This allowed for growth for both the next-level leader and the team member directly involved in the situation. Yes, there was a failure, not catastrophic, but it did cause some issues. This is an ideal time to insert learning and growth opportunities rather than addressing the breakdown and terminating the person involved.
Don’t take this as carte-blanche to let people be unaccountable for their actions. The framework for growth depends on allowing mistakes and failures to take place but giving those involved the opportunity to learn and grow. Should the issues continue and re-present themselves, further action is required, including potential separation of employment.
As you roll into 2025, is your culture set up to allow for such growth when mistakes or failures happen? What governs how these situations are handled internally and with customers? This week, reflect on situations that have taken place in recent weeks and ask yourself if they were handled not just to resolve the situation but to enable growth for all involved.
A Promise Guide is an excellent investment to help you align your culture for growth in 2025. Call JKL Associates and speak with a Promise Guide. We can be reached at MI (313) 527-7945 or FL (407) 984-7246.
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Celebrating 30 years of Delivering on “Promises”
