One key to successful innovation often goes overlooked: the
ability to admit when you're wrong. As a leader, owning your mistakes is your
greatest opportunity to learn and grow. Admitting fault in the right way can
make your company stronger and your employees much more comfortable with
failure. That freedom allows for greater creativity and quicker solutions when
people make mistakes.
Practice these five tips to help you own your mistakes in a
way that strengthens your company:
1. Take ownership.
As the leader, you are responsible for what goes on at your
company, so you need to own the problem and the solution. Never make excuses. That
doesn't strike confidence in a leader.
Commend employees who take ownership of their mistakes as
well. By showing respect and support for them, you create a culture that addresses
mistakes without blame. Taking responsibility when things don't work is more conducive
to growth.
2. Be sincere.
When you deliver an apology, your audience will be looking
for signs of a canned or stiff delivery, and they'll take them as signs that
you don't mean what you're saying. To win them over, simply be yourself. That
honesty -- in your words and your delivery -- will show that you actually mean
it.
3. Show what you've
learned.
A good apology explains what happened and why. Start with
why you made your original decision and the logic that led to that choice.
Next, explain what you learned about why it didn't work and how that new
information will inform how you move forward. If you haven't worked out the
lesson yet, then you're not ready to deliver the apology.
With any mistake, no matter how small, there is a way to
prevent it from happening again. Even if the mistake was simple -- like not
thinking through an idea -- you can improve your thought process so it doesn't
happen next time. Sharing your lessons will also show your employees how to
think about mistakes and move forward.
4. Make proactive
changes.
Talk is cheap, so people need to see that you will actually
follow through. When you outline your plan for change, mention a step you've already
taken toward those ends; the more specific the better. For example, you might
mention a new process you initiated to improve communication or a new approach
you're taking in product development. As long as you can explain how you're
rectifying what went wrong and own it, then you'll come across as a person in a
position of strength.
5. End on a high
note.
When you talk about a mistake, acknowledge anyone who might
have been harmed in the process. Sometimes, the harm is overt, like in the case
of BP's oil spill, but often it's more subtle, as when employees invest hope
and time in a project that fails. If anyone has been harmed, show empathy, but
always bring it back to what you learned and how you plan to use this experience
as an opportunity to grow. You want to end with a message of hope in every
situation.
