One of the most challenging behaviours to overcome as a leader is a compulsion to “be right” or “save face.” Acknowledging failure is one of the most humbling acts for a leader and teammate, but it’s crucial for genuine leadership and performance. The instinct to avoid being seen as failing can undermine the very growth and effectiveness we strive for.
Twelve leadership principles are instilled in the Canadian Army. The first is to “achieve professional competence and pursue self-improvement.” This principle requires leaders to strive for technical excellence but also involves critical self-reflection and a commitment to ongoing personal growth. To lead effectively, leaders must acknowledge and use their failures to improve.
The Challenge: Admitting Failure as a Leader
Despite knowing the importance of acknowledging failure, a leader’s first instinct is often fear—fear of admitting they have failed. This is a common reaction, particularly in new, high-stakes, or well-practiced situations. Leaders often need to project confidence and competence, and admitting failure can seem like an erosion of authority.
However, the opposite is true. By openly admitting mistakes, leaders can demonstrate authenticity and courage, fostering a culture where team members feel safe to do the same. It is not about showing weakness; it’s about showing the strength to be vulnerable.
Acknowledging Failure – Essential for Growth
Acknowledging failures is integral to fostering a growth mindset. A growth mindset views failure not as an endpoint but as a necessary learning process. When leaders admit their failures, they show their teams that taking risks and learning from mistakes is okay. It encourages continuous improvement and innovation, which are critical for personal and organizational growth.
Moreover, acknowledging failure shifts the focus from personal blame to collective learning and improvement. It’s not about me or my team—it’s about achieving better outcomes together. Leaders who quickly identify and address their failures set a powerful example and cultivate a resilient, adaptable team.
When the stakes are high: Learning from Failures
In industries where the stakes are high—such as the military, public safety, emergency management, and business continuity—learning from failures is a core part of the culture. The After-Action Review (AAR) is a formalized process used to critically assess what went well and what didn’t during an incident, exercise, or operation. This process identifies areas for improvement and reinforces the habit of self-reflection and accountability at all levels.
If organizations that deal with life-and-death situations prioritize learning from failures, shouldn’t we do the same as leaders in other fields? Adopting such practices allows us to create environments where learning and growth are continuous, even in the face of setbacks.
Overcoming the Fear of Failure: Best Practices
Fear of failure is a natural response, but it can be managed. One of the most effective strategies is to create a psychologically safe environment where team members feel free to express concerns, admit mistakes, and offer constructive feedback. When people feel safe, they are more likely to share their insights, which are invaluable for learning and improvement.
Resilience is also key. Resilient leaders can view failures as temporary setbacks and are willing to adapt their strategies in response to new information. Adaptive leadership means being flexible and responsive, adjusting your approach as you learn from each experience.
Organizational Learning and Adapting Post-Failure
Organizations, like individuals, need to learn from failures to thrive. Creating a “learning organization” requires embedding feedback loops and open discussions about what went wrong in the organizational culture. It’s about refining and focusing on improvement rather than scrapping everything after a failure.
By building robust feedback systems, organizations can move beyond reactive measures and proactively address issues before they become critical. This enhances performance and fosters a culture of continuous learning and improvement.
Case Studies and Research on Failure and Success
A study published in Nature in October 2019 examined failure dynamics across various industries. It concluded that organizations that succeed after failure do not necessarily work harder or completely overhaul their processes. Instead, they refine what needs improvement and focus on those areas.
This finding aligns with the concept of After-Action Reviews and learning organizations, which focus on understanding what worked, what didn’t, and why. It’s a reminder that effective responses to failure are not about dramatic changes but thoughtful, informed adjustments.
Creating a Culture of Learning and Growth
To foster a culture of learning and growth, leaders must address individual and systemic barriers to acknowledging failure. This includes recognizing cultural differences in perceived failure and creating systems that encourage honest reflection and open communication.
Mentorship is a powerful tool in this process. Mentors who have navigated similar challenges can provide valuable guidance and perspective, helping leaders see beyond immediate setbacks and encouraging continuous growth and development.
Balancing Self-Improvement with Self-Criticism
Self-improvement is essential, but it’s also important to avoid excessive self-criticism. Leaders must strive to balance holding themselves accountable and being overly harsh. Emotional intelligence plays a crucial role here, enabling leaders to manage their emotions, empathize with others, and handle setbacks with resilience and poise.
It’s about understanding that failure is a part of growth, not a reflection of one’s worth or capabilities. By managing performance anxiety and focusing on learning and development, leaders can turn failures into powerful opportunities for improvement.
Embracing Failures as Stepping Stones to Success
Quickly acknowledging failure is a best practice because it’s not about me or my team—it’s about impact and outcomes. The sooner I can pinpoint why I failed, the sooner I can figure out what tweaks or innovations are needed to improve, and then I can work on them.
Failures are not the end of the road; they are essential stepping stones to success. We build resilience, adaptability, and a relentless commitment to excellence by embracing failures. True leadership is all about growing through each challenge, learning from each setback, and emerging stronger and more effective than before.
Adapted from an article originally written by Simon Wells
Gasparotto Group helps organizations create cultures that develop highly effective leaders and build strong, resilient teams.