There are few organizations in the world that better understand the importance of learning from our failures than the United States Armed Forces. In fact, every branch of the US military uses an After Action Review (AAR) process to analyze the successes or failures of their missions by examining what happened, why it happened, and how it can be done better next time. The AAR is focused on creating a clear comparison of what were the intended results vs. the actual results.
Last June marked the fifteenth year since I graduated from b-school at the Carlson School of Management. Over the summer I had been asked by the school to do an interview and answer a few questions looking back on my experience. I had recently published a blog post on “Three Things I Learned in B-school” that focused on the lessons that had followed me throughout my career but as I prepared for this interview I was thinking more about how much had changed in the world since I had graduate. I was quickly blown away with my quick list of changes that I had written down: medical discoveries, the Internet explosion, software development, redefining business and leadership theories, and the advances in telecommunications to name just a few.
So I thought I would take a break on this post from my usual topics of failure or innovation and instead focus on a lesson in leadership and philosophy. Last week Alan Wurtzel wrote an insightful post titled “What Circuit City Learned about Valuing Employees” for the HBR Blog. The article describes how important it is to respect your employees and give them the opportunity to grow. For the first 50 years this was a core value at Circuit City but by 2000 the company’s executives had all but eviscerated that belief and by the end of 2009 Circuit City was gone. As I read this article I kept thinking that these were some very important lessons to be learned for every retailer, especially Circuit City’s last remaining true competitor, Best Buy.
Linked2Leadership published my article yesterday titled “Hey Leaders: Failure Isn’t a Dirty Word.” In the article I describe how avoidance is a natural psychological response to failure but by doing so we miss out on the opportunity to learn from our mistakes. I go on to describe some of the key takeaways from each failure and how it is rarely beneficial to seek to place blame when sharing internal failures since it almost never never lies with just one source. I finish the article with a reminder that the for innovation to be part of a repeatable cycle you cannot short circuit the failure process and you must treat your innovation leaders well if you want the organization to continue taking risks.
There won’t be any floats or parades in San Francisco today but there will be a similarly strong debate on fear, emotion, and failure. Today is the fourth annual FailCon conference being held in San Francisco, California. The goal of the conference is to “Stop being afraid of failure and start embracing it” and it is targeted at Silicon Valley entrepreneurs, investors, developers and designers. The thought is that by talking about our failures and learning from the failures of others we can move beyond our fear of failure toward our path to success. Sound familiar?
I have to admit that I’m pretty excited! My interview with MO.com was published yesterday on my work in launching my writing, blogging, and speaking business with MattHunt.co & FailureForums.com. In the interview I discuss my personal failure story and my subsequent interest in helping organizations understand the importance of planning for and learning from failure.
A friend and former colleague who knows of my interest and passion for better understanding failure had forwarded a link to me a few months back for www.admittingfailure.com. The site is hosted by Ashley Good from the group Engineers Without Borders Canada (EWBC). Ashley launched the site in January 2011 as part of a growing movement in bringing transparency to failures in the international development sphere. The people working in the non-profit sector are not much different to those working in for-profit businesses when it comes to failure. A statement from the site notes that “The development community is failing…to learn from failure. Instead of recognizing these experiences as learning opportunities, we hide them away out of fear and embarrassment.”
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