MANAGEMENT
The Noble Failure: It Really Does Exist
I
f you haven’t made any mistakes lately, you nearly every situation, something can be
probably haven’t stretched yourself enough. done to fix the mistake or compensate for the
Even the most brilliant and conscientious peo- problem. Communicate your desire to fix what
ple slip up. Although mistakes can be embar- broke—preferably, before someone asks about
rassing or infuriating, they can also be incred- it. Your timely effort in correcting the mistake
ibly productive. Here’s how: will make a lasting impression.
Make it known. To quote Orlando Battista, “An Make it work for you. Error is the perfect
error doesn’t become a mistake until you refuse occasion for building your ethos with both
to correct it”. Be willing to admit the breakdown clients and employees. Admitting fallibility,
right away and don’t feel weakened by offering fixing the error, and not taking yourself too
an apology. We all know that a seriously can actually endear you to clients or
straightforward subordinates. It also serves as an example of
“sorry” goes a how people should take responsibility for their
long way toward actions, building team rapport and increasing
smoothing out the accountability in the
situation. Avoid process. For some,
giving excuses and admitting fault
your credibility will frees them to
remain high—that goes move on to the
for dealing with employees, next challenge
managers, or clients. rather than
Make it right. After taking becoming mired in
responsibility for the oversight, negativity.
work to right the wrong. In
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