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).
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?
Back in 2009 Silicon Valley entrepreneur Eric Ries (@ericries) had coined the term “pivot” for the technique used by tech startups to change the strategic direction of their companies based on what they had learned (see his original post here). The theory goes that by doing you are actually learning something along the way (see my previous post on learning from feedback loops in systems thinking) and that you might find the “something” that you had learned has a better chance of success than your original strategy. The alternative is that at least it will enable you to extend your organization’s runway further out into the future in search of success.
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