Surface Ripples

Learning Through Mistakes

I’ve come to realise that you can’t develop leaders and good decision-making without also allowing people to make mistakes and (preferably) learn from them!

The best way to learn is to make mistakes. None of us remember learning to walk but if you ever watch an infant learning, you’ll notice that they’ll keep falling over and picking themselves up until they “get it right”. 

Whilst it may be dangerous (financially and – or for health and safety reasons) to allow people to fail too often, learning from one’s mistakes provides the best experience for the next generation of leaders. As that famous philosopher “someone “said, “Good decisions are the result of experience. Experience is the result of poor decisions.”

The skill of the leader who’s bringing up the next generation is to know when they can be allowed to fail (without provoking disastrous consequences) and when to give them closer guidance.  What many notice is that, in the beginning, a fair degree of “hands on” instruction and guidance is necessary, but as the “apprentice” gains in experience, confidence and commitment to the organisation and shows they are capable of either thinking things through or, at least, knowing when to ask for help or advice then one can slowly “let go the reins”.

Not only will this develop a capable generation of leaders, but it also allows their leaders to spend time on other important tasks, adding value to the organisation.  The culture of the “blame game” where aspiring leaders are allowed to fall flat on their proverbial face is neither building nor likely to develop leaders.  Indeed, it will only serve to develop a generation of risk avoiders who when faced with a crisis, either “pass the buck” or are likely to lead the organisation to disaster.

I have seen the results described above in a number of cases.  All decisions as a result are referred “up the line””.

Scientific studies have shown that humans are mentally conditioned to avoid action that could result in a loss, more so than to take a risk that may result in a substantial gain to them or their organisation. This is probably due to our old “survival instinct” from man’s early days.  Whilst it may still be applicable in certain situations, it doesn’t apply to all.

We’ll never eliminate risk entirely unless we refuse to take any action with any degree of risk.  We can however coach the next generation of leaders to think for themselves in such a way that they examine a situation critically, consult with others and take the most well-considered and informed choice available to them based on experience. 

How is your organisation set up for this?

I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management.  I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website  provides a full picture of my portfolio of services.  

Labels: Career, Leadership, Risk, Teamwork

posted by William Martin @ 08:17