Sandler Training - April/May 2019

WWW.CROSSROADS.SANDLER.COM / 208-429-9275 / APRIL/MAY 2019

FIND YOUR EDGE

THE TRIUMPH OF FAILURE

THE GREATEST GROWTH ONLY COMES FROM TRIBULATION

Gaining a new vantage point on the concept of failure is a hard pill to swallow. It takes throwing away your pride, your preconceived notions of ego, and designating your failures as learning experiences in your own personal journey. We end up learning so much more from failure than success. While we strive for success and celebrate it whenever we attain it, failure is the continual learning process from which we ultimately gain the most. As such, if we don’t come to embrace these experiences and learn from them, we won’t grow. In that case, life would culminate in empty, sporadic celebrations that wouldn’t leave any kind of lasting impression. But we must change the way we look at this paradox. The pain from failure can usher in the learning of a new practice or behavior, and that can lead to and create more worthwhile successes. The aim must be to fail fast, fail often, and fail in new ways. Pushing ourselves into failing situations may seem foreign to us — after all, most of us have been conditioned to seek out the pleasurable at every turn — but this is how the cycle of adult learning works. We should no longer seek to be coddled if we want to grow in our professional and personal lives. The biggest challenge comes from the level of the organization that is engaging these tribulations. Leadership and management are a critical component to building a learning culture. The biggest

challenge is to get organizations to recognize that management is a crucial component of that learning path and that we have to start at management and leadership first. We have to learn to lead by example by embracing hardship and changing the way we look at failure for the whole organization.

“ “THE AIM MUST BE TO FAIL FAST, FAIL OFTEN, AND FAIL IN NEW WAYS.”

The value of failure in the long run is much higher than it is in the sudden, sharp pains of the short run. Managers may point and click and expect a meaningful result in workflow that resounds at the very core of company values, but it’s not sustainable if we aren’t coaching and engaging to look at it through a different scope. We must give ourselves permission to fail in the hope of gaining productivity through others. We must carefully allow failure to happen in a controlled environment in order to enable us to allow it in a live environment. By understanding that these things

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