Make failure your friend

make failure your friend

Failure is one of those topics where there’s a big gap between knowing and doing. Rationally we know that it’s OK if we are doing our best, to fail, because by failing we learn valuable lessons that lead us to success in the future.

Yet, failure is not rational. Failure is highly emotional. Remember the last time that you failed at something that was important to you. How did it feel? Most likely it felt horrible. I know that if I’ve failed badly I almost can’t bear to talk about it and dissect it until a bit of time has passed and the pain has resided.

However, as Richard pointed out, it’s the ability to talk about the failure when you are still feeling it that has the potential to lead to the biggest learning. Like with many things its easier said than done, you need to have people to talk to in confidence about failure and work in an environment where you don’t fear the repercussions of failure.

Here are my eight take-aways from the interview

Make failure your friend and work on reframing your mindset on how you view failure. It’s not the enemy to be avoided. If treated with respect, failure can be your friend.

Tell stories of the failures in your organisation to help others learn. Tell stories to all your audiences, customers, supporters, internal teams. The learning from failure is more readily remembered and more importantly implemented as a story than facts and figures.

Set a BHAG. A Big Hairy Audacious Goal. This goal works best when it is organisation wide, however, if setting the organisation’s BHAG is not in your remit set your team one – or set an individual one. Setting a BHAG forces you to think differently. If your goal is to double sales you approach the task very differently than if your goal is to increase sales by 5%. A BHAG also shifts expectations. You are all working to smash your BHAG, however, if you fall short, it’s highly likely that you will have done better than the 5% incremental change.

Like Oscar Wilde said; ‘Shoot for the moon. Even if you miss you’ll land amongst the stars’

Give yourself and your team permission to fail. This is also easier when you have a BHAG. You can’t just tell people they have permission, you have to lead by example. For example, you might share learning from failure as a regular agenda item at team meetings. Everyone should have something to share, after all, if no one is learning from failure they are not pushing themselves hard enough to reach that BHAG. BHAG’s don’t just achieve themselves.

Go for a walk. The single best way I’ve found to clear my head, think straight and be more creative is to go for a walk. It can help you think through problems or if you take a colleague it can help you talk through problems.

With hindsight, Hindsight is a great thing. If I could choose a superhero power I’d be ‘Hindsight Hero’. EVERYTHING is easier with hindsight but we don’t have a crystal ball so the best we have is learning from failure. Your learning from failure is someone else’s hindsight – but only if you’re brave enough to share it.

Back to mindset. Start to frame problems in a more positive way. Rather than ‘This doesn’t work’ or ‘We tried that and it didn’t work’ ask ‘How might we make this work?’

And finally, construct your failure resume. List your career steps from the failures that have led you to where you are now.

The interview with Richard Turner can be watched at the Lucidity Network which is a pick and mix of online and offline learning and connection to a dynamic network of people that can help you. We’re open for new members a few times a year. Join the Lucidity Community Facebook group to get in the Lucidity groove for clearer thinking and better results and be the first to hear when the Lucidity Network is open for members.

Why do we still hide failure?

When I told some ten ‘Health Product People’ in ‘Conference Room One’ that they had to be able to make mistakes — they paid attention.

This elite group of government and NHS digital product developers and leaders had met to share a presentation on methods to evaluate the progress and direction of their digital projects, and to learn from the experience of the leader.

The leader had made the point that if it became necessary, one must, and he had ‘pulled the plug’ on an expensive digital development project because it was clear that the direction was not leading to achievement. This was clearly a difficult thing to do, with the ‘press’ so keen to ‘be at their heels’, but he and ‘they’ had pulled the project.

Hiding failure is still major in our culture, in the NHS, in academia and the corporate world and social sector. So what those specialists were advocating was not only hugely important but still often incredibly difficult for hidden cultural reasons, like scapegoating, losing face or your job … They needed to be reassured of doing the right thing, and aware of why such decisions may seem to be SO difficult.

I have been demoted for whistleblowing in my career and seen many examples of inconvenient issues being covered up, but I could have told of when, in 1970, the senior medical officer of a blue chip company had given an injection incorrectly — and I had needed to tell him.

The effect of the too-quick-effects of that injection would probably have given the patient a fever for a few hours, but not done any major harm, other patients should be spared that experience! In the 1950’s I had seen similar doses of the same vaccine used to induce fever in patients with skin conditions.

I was shocked when he reacted by urgently telling me not to tell anyone about what had happened. That anyone, especially a senior doctor, should be so afraid as a result of someone knowing that he had made a mistake is wrong.

Fortunately, especially among major corporate digital developers, having to halt a development is recognised as being better, cheaper than trying to keep it going when it should be stopped. The press, unfortunately, still enjoy publicising expensive failures, and the public sector is especially exposed to ‘the press’.

The culture is being changed, it has to be.

There are major efforts to make it safe for staff to acknowledge mistakes in health care, without that, improvements are delayed. Scapegoats are still far too common as was the case with Dr Hadiza Bawa-Garba who recently won her appeal against being struck off. No one should have to suffer so unjustly.

We who have to make decisions in our work will make mistakes. I hope that we will have leaders who will be constructive when we acknowledge that. In any event, there may be HR people or other professionals and in Lucidity Network we have a group of supportive and experienced professionals to consult.

If we lead our organisations, can we offer suitable supportive environment for our people to ‘fail quickly’ and ‘safely’ and move on? What is the policy and is it robust enough? Successful organisations have such policies and practice them.

If you would like to be part of a network of dynamic professionals, making mistakes and making improvements check out the Lucidity Network. It’s a pick and mix of online and offline practical tools and advice as well as access to a dynamic network of expertise to help you take the lead in getting the results you want. We are open to members several times a year. Sign up here to join the waiting list. 

Genevieve Hibbs

Genevieve M Hibbs former: nurse (general and occupational health), midwife, Christian missionary, lecturer, elected councillor, mayor and a member of the Lucidity Network.

Innovation for introverts

Innovation for introverts

I know it might be surprising I feel like this, given I run training on networking and I lead the Lucidity Network (which involves networking). Perhaps the reason I do both of these things is because I know how important networking is to pretty much everything and also how difficult it can be, so I just want to make it as easy and pain-free as possible for people.

I define introversion and extroversion as where you get your energy from. As an introvert, I get my energy from being by myself. Extroverts get their energy from other people. You’re not stuck in an introvert or extrovert box though. It’s like a spectrum. I sit towards the middle of the introvert side of the spectrum, and I can switch on my inner extrovert when needed, for example, if I’m at a conference, running training or presenting. I just have to go home afterwards and be on my own to refuel.

One isn’t better than the other, it’s just useful to understand your own preferences and those of the people you work with so you can adapt your communication to get the best out of both introverts and extroverts.

Last week I prized myself off my sofa into the cold and dark November night to go to the 100%Open Union networking event on innovation for introverts.

Here’s what I took away

When it comes to innovation introverts come into their own.

  • They have no need for external affirmation
  • They make order out of chaos
  • They are the best listeners
  • They connect disparate dots that may save the business.

 

To get better results make sure you are engaging both introverts and extroverts.

Here’s how;

Often it’s just the loudest people that get listened to. If you manage a team make sure you make space for introverts to be heard. This takes the form of great facilitation and good planning, for example, ensuring everyone has the opportunity to speak in meetings and structuring ideas sessions with some tasks that people can do on their own.

A web-based platform or community is a good way to solicit ideas from everyone (we heard from Waitrose and how this approach has lead to a range of new business ideas).

Offer quiet zones at work especially if you work in an open plan office

Encourage introverts to lead, chair meetings, present on topics, lead projects.

Become aware of the loudest voices, encourage them but do not allow them to be the only voice that is heard.

Let me know how you get on.

I’ve designed the Lucidity Network to be a place for introverts and extroverts. It’s a pick and mix of online and offline learning and connection to a dynamic network of people that can help you. We’re open for new members a few times a year. Join the Lucidity Community Facebook group to get in the Lucidity groove for clearer thinking and better results and be the first to hear when the Lucidity Network is open for members.

Top tips to innovate with confidence

Innovation - the anxiety gap

I first met Roland when I was participating in a workshop that he was running in the early days of 100%Open. Then I was a client when they helped the NSPCC (where I worked) with some new thinking and later I went on to work as a freelance associate for 100%Open.

This is how stuff happens. Work gets done when you know people, understand what they do and trust them. Relationships can shift and change over time, but I’ve found that when you want something done you start with going to your trusted network and if you don’t know how to do something you go to your trusted network and find a person that can. So it’s important to build your networks before you need them.

I wanted to share my top take-outs about innovating with confidence from the webinar with Roland.

Not everyone is an extrovert

Innovation workshops where the most extroverted person gets the most air space and the workshop goes in the direction of their ideas aren’t great. That’s why having a good facilitator is important, to ensure that everyone gets to contribute. Roland introduced us to ‘brain writing’ where people write down their ideas to solve a problem on their own first. Then the ideas are shared and discussed. Often there are similar ideas which indicates a shared direction and it means that everyone gets to input from the start.

The 2 pizza rule

Jeff Bezos is accredited with this simple rule to keep groups working on new ideas and projects small. If your group of innovators can eat more than 2 pizzas (assuming that you are dealing with average appetites) then it’s too big!

Innovation is a ‘U shaped’ process

At the start of an innovation process, everyone is enthusiastic and excited. The same happens at the end of the process where a product gets to market. In the middle it can be a whole different story, organisational treacle and antibodies get in the way and we can run out of momentum, budget and energy. (I sometimes refer to this as the curve of doom). The point is, if you know this when you embark on an innovation project it’s helpful, as when you are at the bottom of the U shaped curve you know that there is hope! And that if you persevere that you will come out the other side.

The anxiety gap

This is when expectations don’t match delivery. Usually, in an innovation project the flurry of tangible activity happens near to the delivery date, so reporting on progress can feel slow until the launch. It’s the same feeling as cramming for an exam at the last minute, or pulling an all-nighter to meet a deadline. You deliver but it’s not until the end that delivery can match expectations.

Get people to vote with their feet

In a workshop people are often asked to vote on their favourite idea. Sense check this by asking people what idea they would like to spend time in the workshop developing. If no one wants to work on it there is a disconnect. The idea will struggle to get off the ground if there is no enthusiasm to develop it at the start.
Go as fast as you can. It’s better to get something into the market and test it quickly than keep tinkering around until something is perfect. The best way to make improvements is to get real feedback from real customers.

The ‘How to innovate with confidence webinar with Roland Harwood is part of the exclusive content available to Lucidity Network members.

The Lucidity Network is designed to help you build your networks before you need them and take the lead in getting the results you want. It’s a pick and mix of online and offline practical tools and advice as well as access to a dynamic network of expertise.We’re open for new members a few times a year. Sign up to the waiting list to be the first to know when the Network is open for new members. In the meantime you can join the Lucidity Community free Facebook group  for clearer thinking and better results.  

 

3 tips for creative leaders

Last week I interviewed Kirstin Kaszubowska, innovation and creativity expert about her thoughts and experiences helping individuals and teams to think creatively. One of the questions from the audience was about how to be a creative leader.

First lets define leadership – I define it as leading in your own sphere of influence. It’s how you behave, your mind-set and your attitude not what your job title is.

Creativity is one of those words that means something different to everyone. I define it as having ideas, original ones, unusual ones or even boring ones. They all count as long as the ideas serve a useful purpose or more precisely solve a problem.

So how do you actually ‘do’ creativity and then lead others? There’s no silver bullet. No blueprint. No one right way. Creativity is messy. And as Kirstin points out there is a process but what comes out at the end of the process is not predictable because creativity is on a continuum, there are different types of creativity and it’s different for everyone. If we all went and did the same things to spark our creativity we’d get a whole bunch of different ideas.

The process can feel messy. You identify a problem that needs solving, you get curious, you draw on different contexts, situations and experiences, You mull it over, you play, you sleep, you relax, you go and do something entirely different instead. Ideas come to you. You repeat the process and evolve and blend your first ideas. You keep going until you have an idea that warrants testing. It can be unpredictable, time-consuming, fast-paced, exciting, frustrating and emotional.

Leading creativity is about embracing messy, trusting in the process and leading by example. Here are our top 3 tips:

  1. Leave your desk, get curious and go exploring. Go to that gallery, that exhibition or the talk that looked interesting. Encourage your team to take time out of their hectic business as usual day to go exploring into the topics that interest them too.
  2. Creativity is about being open to new things and learning to experiment and then fine-tuning. Creativity comes in layers. Stop trying to get things right first time. Do lots of small tests, approach everything as a small experiment and if and when they don’t work (because not everything will work – that’s probably the only guarantee with creativity), be open, tell people, share the learning and keep going.
  3. Don’t spend too long planning, or making your team construct lengthy business plans that will be out of date by the time they are signed off. Try ‘napkin planning’ – a plan that fits on the back of a napkin that by its very nature can be more flexible to change. Just remember to buy a good supply of napkins.

And one more tip for free; never, ever, if you are inspiring other people to be creative ask anyone to ‘think outside the box’.

The Unlock Your Inner Creativity’ webinar is available on the Lucidity Network. The Lucidity Network is a pick and mix of online and offline practical tools and advice as well as access to a dynamic network of expertise to help you take the lead in getting the results you want.

We’re open for new members a few times a year. Sign up to the waiting list to be the first to know when the Network is open for new members. In the meantime you can join the Lucidity Community free Facebook group  for clearer thinking and better results.