 Mistakes are opportunities to learn My 14 year old son recently got his first “real” summer job at a local coffee and lunch hot spot. “Real” as in, he’s learned life lessons like “what do you mean they take social security and Medicare out of my paycheck?” And real in the sense that taking on a new job requires lots of training, mistakes and learning. In his first couple of weeks, there have been mistakes a plenty. He’s showed up to work at the wrong time, rung up a customer incorrectly on the point of sale and spilled multiple smoothies and iced lattes. His supervisors have been understanding and empathetic. And, through all of it, he’s been eager to return each day and try again, each time performing a little better and adding more value as a team member. What would have happened if was reprimanded at the first sight of spilled milk? Would he have been as eager to go back to work each day? Would he be inclined to speak up and ask questions about something he didn’t understand? Probably not… Blame and shame can have dire consequences Unfortunately in the professional world, environments where mistakes and failure are severely frowned upon are all too common. Team members are disciplined and shamed. In environments like these, employee engagement is low and performance and innovation are lackluster. In her book “The Fearless Organization”, Amy Edmundson recounts several case studies demonstrating these poor results. On the worst days, these environments are breeding grounds for disasters and tragedy. In 2018 and 2019 a total of 364 passengers died in two major crashes involving the Boeing 737 max aircraft. During the investigation of the crashes it was found that the cause was related to a faulty design of its autopilot system. Boeing has since admitted that its employees withheld information about this design flaw during the initial certification process for the aircraft. Build psychological safety to foster learning and innovation In workplaces with high levels of psychological safety, team members feel safe to speak up, ask for help or admit mistakes without fear of blame or humiliation. On their best days, these environments foster creativity, learning and innovation. Leaders are critical to creating psychologically safe workplaces. One of the most critical factors in shaping this type of organizational culture is how mistakes and failures are framed. Instead of framing them as bad or detrimental to the organization, leaders de-stigmatize mistakes and facilitate team member growth by encouraging learning and forward movement.
When mistakes are seen as opportunities for learning rather than grounds for reprimand, employees are more likely to engage, innovate, and contribute meaningfully. As leaders, it's essential to foster environments where team members feel safe to admit errors and seek help. As exemplified by Arun Upneja, Dean of Hospitality Administration at Boston University, embracing mistakes can propel us toward greater innovation and growth. If we want to push the envelope in the hospitality and travel industry, we must encourage a culture where failure is not feared but welcomed as a stepping stone to success.
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 I always thought I was pretty good at asking for and receiving feedback. However, a recent experience made me pause for reflection, and when I took a step back to observe my behavior, I actually laughed at myself when I realized the significant lesson I could learn. I gave a document to a colleague to provide feedback. When she gave me her input, she noted a minor wording change that had been made that had potentially big implications in perception and buy-in for our project. It wasn’t that I didn’t agree with her opinion on the change that was needed. I had noticed the change that was made by someone else involved in the project but in the haste of things I moved on and didn’t take action. I was also very proud of the work I had done and had spent specific time ensuring that the tone and messaging was appropriate. So when feedback was made on that theme, I wasn’t thrilled about it. Asking for and receiving feedback is important for two critical reasons. First, feedback allows us to learn and grow. We cannot improve our performance if we don’t know where improvements are needed. Second, asking for and receiving feedback well, demonstrates and models to others that feedback is a normal and necessary part of personal and professional development and helps to create a culture of continuous improvement. Knowing the importance of receiving feedback, here are some lessons and guidelines for becoming a master in this skill set.
Feedback in all of its forms is actually a true gift. It takes a lot of courage for the person sitting across from you to give that feedback directly and there are more times than not in your career where colleagues and leaders will actually avoid it, especially as you grow as you become a more senior leader. Having a growth mindset around feedback- the understanding that your abilities and intelligence can be developed through hard work and perseverance - will help you separate the feedback from a tendency to take things personally and will only help you to grow and develop beyond your expectations.
Be 100% accountable When I received the feedback on my project, I initially could only see that the feedback was not mine to receive. In other words, I became defensive and was quick to assign responsibility to someone else. I was so convinced in my viewpoint, that I made additional efforts to reason and explain why the mistake had happened. And then, in a light bulb moment, I saw what I was missing. There is a difference between taking responsibility for the feedback and being accountable for the feedback. Taking responsibility is about owning mistakes or need for improvement for your assigned and executed tasks. Being accountable is about owning the outcomes and results of your role. I knew my truth and didn’t need to internalize responsibility for the changed document. However, the much better response would have been to thank the feedback giver for their input and work to make it right without excuses. I was the “leader” of this project, and it was my job to be 100% accountable. Trust your judgment Feedback is a prominent theme in my coaching work. I gave a recent leadership training for a management team at a hotel in which creating a cultural of feedback was a central part. I also hear it in my one on one coaching sessions with clients. In one example, a client who is very genuine and skilled in this area, received feedback from a colleague that didn’t fully resonate with her. There are times when feedback may not be 100% true. Feedback givers come with their own personal perspectives and viewpoints which can cloud the ability to give accurate feedback. In the worst cases, the feedback giver could be projecting their own deficiencies and insecurities on to you. Remember to trust your own judgment and get multiple perspectives, while also realizing that there is always some truth to feedback. My client also said very wisely in this case that perception matters regardless of the level of absolute truth. Take action Finally, what’s the point of getting feedback if you don’t take action on it? The true test of your ability to receive feedback is whether or not you have learned from it and taken action to improve upon it. The journey through receiving and acting on feedback is an intricate dance of humility, growth, and resilience. My recent reflection illuminated not just a blind spot in my own approach to feedback but also a universal truth about human nature and the continuous quest for improvement. The realization that feedback is a gift, one that requires an open heart and mind to fully appreciate and learn from, has been transformative. Let us carry the lessons learned with grace, understanding that each piece of feedback, whether easy or difficult to digest, is a stepping stone towards our better selves. In embracing feedback with a genuine desire for growth and a commitment to accountability, we not only enhance our personal and professional development but also contribute to a culture that values and promotes continuous learning. Let's cherish the feedback we receive, trust our judgment, and take decisive action to mold a future marked by excellence and enduring success. |
AuthorRachel Vandenberg is a leadership coach living in Stowe, Vermont with her husband and three children. Rachel also owns and operates a hotel and attractions property with her family. She sits on the board of the local tourism association and also created a leadership retreat for women leaders in travel. Archives
October 2024
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