"Kristi is amazing energy... she creates a inviting environment of inquiry allowing the evaluation process to be fluid and enjoyable. My DISC report and Kristi's interpretation were spot on! She helped me reveal personal strategies for growth, hidden strengths, and provided me with a vehicle to create stronger collaborative relationships. My experience with KLR Consulting and the DISC process will be far reaching in growing my business and it will continue to provide me with growth opportunities well into the future."
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Chrysalis Consulting Services, LLC
Teams must pay attention to outcome-based results, and ensure all members are doing their part.
Teams that hold each other accountable are more productive & successful.
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(posted: December 9th, 2013)
We are taught that the f-word is shameful, and that we should avoid its use.
No, not that f-word, this one:
But failure begets success.
Why do we find it so hard to admit to our mistakes?
Mistakes often bring with them shame, disappointment, blame and finger pointing. We have a tendency to want to hide our mistakes for fear of looking weak, or incompetent, or even losing our job.
If we accept that failure is an inevitable experience on the path to success, however, then we can use it to learn and grow.
Failure can produce
All of which are important to business success now, and will be even more so in the future.
Perhaps the most important thing you as a leader can do to make failure acceptable, is to change the culture of your organization so that people understand that failures and mistakes are not going to incur blame (other than intentional negligence). Foster an environment where failures are willingly surfaced because they will be honestly evaluated to determine what can be changed or done better the next time.
It was nearing the end of the first day of the big, two-day strategic planning board retreat I was facilitating. The board, consisting of over 50 CEOs from competing organizations, was having some trouble achieving the goals we had set. We were behind, the busy execs only had one more day, and it was starting to look like the whole thing was going to implode.
After we broke for the evening, I sat down to evaluate the day. Continuing in the same vein was simply not an option, so I looked at all the different variables from the day, trying to determine where the problems began.
I realized that when the CEOs were working in the smaller, breakout groups they had made great progress. They were engaged, they had animated conversations, and they reached some important conclusions. I had seen really good work happening. Then, when we moved into the full group setting, progress had come to a screeching halt. It seemed that ears were closed and mouths were open; nobody was listening.
"Failure happens all the time. It happens every day in practice. What makes you better is how you react to it."
With that observation, I was able to reorganize the next day's activities to take advantage of the small groups, rearranging the full group session and changing the way the activities were presented.
The final day went off without a hitch, participation was high, and the board members felt like they had accomplished their objectives, and more. In fact, they have asked me to return. What could have been a failure was transformed into a success.
In this situation, I was alert to what was happening in the meeting, and aware that the board was not progressing as expected, so I was able to identify the problem, analyze what was going wrong and "experiment" with a different format.
I "failed fast" by catching it quickly and applying a creative solution.
Organizations can learn from failure by applying these three key actions:
Ask: What happened?
"If you're not failing every now and again, it's a sign you're not doing anything very innovative."
With each specific project: Document your assumptions going into the project. While the project is underway, do things like mini postmortems after specific sections are finished, checkpoint reviews at key thresholds, and, of course, review meetings at the project's conclusion. Go back and look at the assumptions going in, discuss what happened, what the implications are for those assumptions, and determine the next steps.
Regular readers know that I talk about trust a lot. Creating a culture that accepts and learns from failure requires a foundation of trust. Does your team trust you?
We'll go deeper into trust in some upcoming posts, but for now, keep in mind that if you want your teams to learn from their mistakes, they need to trust you, and each other.
Finally, failing again and again can be valuable, as long as what is learned brings you closer to your goals.
So...I hope I've convinced you to use the f-word more often!
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