The Case for Failure-Tolerant Leaders: Why we need them now
"The fastest way to succeed is to double your failure rate." At first glance, it sounds like a platitude fit for a motivational poster. Sure, we’ve all read the feel-good startup blogs about embracing failure. Yet, despite the institutional embrace of failure as a concept, there’s a lurking truth: most people are still terrified of it. And who can blame them? The specter of failure looms large, threatening reputations, job security, and even personal self-worth. It’s a fear that can paralyze the most brilliant minds, stifling the very creativity and risk-taking that are crucial for breaking new ground. Most organizations are built to avoid failure at all costs, which ironically, is a surefire way to stifle the kind of innovation they claim to value.
Imagine you’re an employee with an idea that could revolutionize the company. But what if it doesn’t work? What if it’s seen as a colossal waste of time and resources? What if it costs you your next promotion, or worse, your job? This is the internal dialogue that haunts countless employees, from startups to Fortune 500 giants. The result? They play it safe. And when playing it safe becomes the default, innovation dies. This culture of fear isn’t just an individual problem; it’s systemic. It’s why groundbreaking ideas never leave Slack threads, why innovation committees kill the most daring concepts, and why so many products end up as bland, uninspired versions of what they could have been.
