How do we learn how to fail? I know this sounds like a ridiculous question, we don’t need to “know” how to fail because it just happens. We start with a plan or idea and it could be any plan really: to get an A on a paper, to get into a certain school, to ask someone out on a date, or to get that next promotion. We then set in motion actions that will get us closer to our plan: studying the class material, preparing an application, finding out a phone number (I have to admit my dating experience might be a “dated”), or delivering a key project for your boss. Eventually you will either succeed or fail in your plan: maybe you ace the test, you get your acceptance letter, she agrees to a first date, or you get that promotion? But maybe you don’t? And if not, then what happens next? What is your fallback plan, your contingency, or your pivot? How do you pick yourself up and move on?
Today Peter Sims wrote about my favorite topic Failure in an article for the HBR Blog titled “The No. 1 Enemy of Creativity: Fear of Failure.” Sims comments on how parents, teachers, and bosses all push us to prevent errors and mitigate risks. He points out how entrepreneurs and designers have a different frame of mind toward failure seeing “mistakes” as part of the trial-and-error processes of driving innovation. Sims calls for each of us to revolt against this thinking and to no longer be “shackled by these norms.”
As I have been working on researching what is necessary to create a successful innovation pipeline in an organization one theme has consistently been mentioned – the necessity for strong leadership. Many involved note that Leaders who drive innovation work need to be stronger leaders and have fewer deficiencies than their peers running core business segments. Because innovation work does not share the same scorecard as core businesses it is much more difficult for innovation leaders to measure their team’s performance, understand the many roadblocks to their success, and monitor the team’s emotional state.
Last month Inc. magazine ran an article titled “Why Silicon Valley Loves Failure” about how failure has moved beyond a buzzword in the land of Internet startups. The author (Eric Markowitz – @EricMarkowitz) shared the story of mid-’90s entrepreneur Kamran Elahian. Elahian had custom plates for his Ferrari F355 made with the word “Momenta.” Momenta was the name of a company that he founded in back 1989. Great, so what you say? There are thousands of Silicon Valley entrepreneurs who drive around with their company’s name on the vanity plates. The interesting point was that Elahian chose the name of his previous company that had already gone bankrupt back in 1992. When ask why he chose his failed company, Elahian responded with “It’s to remind me not to be too proud. Unlike other entrepreneurs who put the names of successful companies on license plates, I decided to put my biggest failure. That way, I have to be reminded of it every time I get in the car.” He had moved beyond accepting his failure to being proud of his failures (see my post on the idea of a having a Failure Resume).
A couple of days ago I heard about another amazing example of a “child” showing us their own power of creativity to drive innovation and I thought about a recent experience playing a game with my son . A child’s ability to create a hypothesis, test, and verify process is no less than an adults and it may be improved since they are not bridled by the fear of failure. This year we have seen a couple of the most astonishing medical inventions come from work of teenagers! How do we continue to create an environment where they are able to discover, explore, and create? If their current pace of innovation continues maybe we will need to start referring to them as the MD-Generation?
Almost nine years ago I had reentered the retail business after a fourteen year hiatus. The company I joined was just beginning a zealous journey to focus on the customer. The entire organization was determined to be more “customer centric” in every decision they made. They had gone so far as to identify six demographic target profiles that they were going to cater to. The goal was to get intimately familiar with each of these customer segments so that we could offer them the “best” and most appropriate goods and services. Some of those goods and services were already available but we were not aware of which customers needed them or why. In other circumstances we needed to be more innovative and seek out or create new products or service offerings. As we sought to delight the customer, we assumed that they would reciprocate by buying more or at least more profitable goods and services.
We have all seen the endless number of quotes on how we should fail more, fail quickly, and fail often but what do we actually do with all of these failures? If we are lucky we might actually take the time to learn from them but usually we quickly take stock in what happened and make a few mental notes to ensure that we don’t do it again. Rarely do we share the details of your our failures even with friends or family and we certainly would never think of revealing our failures with colleagues or perspective employers. Why do we have this inconsistency? We know that failure is a necessary part of learning and growing for both the organization and the individual but we never want to admit to our failures? If our resume is a collection of our successes… where is our failure resume?
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