Here's how you can build a supportive network to learn from failures in your Business Innovation career.

To build a supportive network for learning from failures in your business innovation career: 1. Find Mentors: Seek experienced individuals for guidance. 2. Join Networks: Engage with industry communities and events. 3. Create Peer Groups: Connect with like-minded peers. 4. Attend Workshops: Learn from experts and share experiences. 5. Use Online Platforms: Utilize LinkedIn and forums for global connections. 6. Seek Feedback: Actively solicit advice from mentors and peers.

Failure is an essential part of growth. It doesn’t result in ultimate defeat unless you give up. The Bible, which I hold dear, conveys this message in Proverbs 24:16: "For though the righteous fall seven times, they rise again, but the wicked stumble when calamity strikes." This verse teaches us that failure isn't the conclusion, but an opportunity to rise and try again. Each mistake is a learning experience, and every subsequent effort improves upon the last.

This is a hard one in traditional businesses - being successful is more accepted and attractive than failing. While many of us implement agile working methods where short learning cycles are part of the process to adjust direction, accepting failure still comes with a negative perception. I recently came across a fellow business innovator's notion who said that we should talk about "speed to succeed" rather than "fast failure". So what can business leaders create the appropriate culture? 1. We learn most (and best) from mistakes and failures. 2. Failure is a stepping stone to success, not its opposite - give room to learn fast. 3. Talk about and admit own failures and what you learned (leading by example).

Failure is a word that makes many of us uncomfortable. It's also a catalyst for better things to come. I have made many mistakes in my career, my business...my life. However, rather than berating myself over poor decisions that have led to failures or disappointments, I realize that I am better off viewing these instances as opportunities to grow. In fact, failures can be seen as gifts. For example, there have been situations with people where I desperately wanted a different outcome that didn't materialize, but at the time I couldn't see that these relationships weren't meant to be. When we take failure personally, rather than accepting it and embracing it as part of our journey, it's a lot harder to let it go.

Acceptfailure as an integral part of every strategy framework and innovation model. Without failure - no innovation. It is a simple equation that should be an integral part of any innovation culture. Lets have a special view on this. I truly believe that you cannot simulate crisis modes and use theoretical results as a driver of business model innovation. Only a real crisis can lead to real changes. Same is true for failures in innovation models. Only real failures lead to real innovations. Enforce failures. Reflect them together with the team. Measure the results and impact. In doing that failures turn out to be competetive advantages. A great leader loves failures!

Having the right mentors and sponsors play a pivotal role in career progressions. Having someone help navigate the dynamic situations is always welcome, but when I say help I don't mean finding solutions on your behalf. The best mentors that I have had are the ones who never gave me answers, but asked me the right questions and led me to finding answers myself.

Mentoring is about supporting people to achieve their goals by following their path. I am active as a mentor for startups as well, and one of the most powerful things is to share own stories of failure and successes, pointing out what led to failure and successes in retrospective. Failures in my experience are often related to one's own mindset - being (too) convinced about own assumptions being right while ignoring signals that tell us otherwise. Success in contrary often comes when we start to watch, listen and act upon the insights we gain.

Mentores s?o inestimáveis para aprender com os fracassos. Procure líderes experientes que já enfrentaram e superaram desafios semelhantes. Mentores podem oferecer conselhos práticos, perspectivas valiosas e apoio emocional. Eles podem ajudá-lo a analisar seus erros de maneira objetiva e a identificar caminhos para melhorar. Mantenha um relacionamento regular com seus mentores e esteja aberto a feedback honesto e construtivo.

Mentors are particularly important and based on mutual TRUST. The real difficulty is to find a mentor. Now in our society we find a lot of people declaring themselves as coach and when you see their ages (in spite of their preparation) you cannot believe it! Mentors (or coaches) must be minimum with more than around 40 years. Young people can be highly creative and super intelligent, but what makes a good mentor/coach is EXPERIENCE. But let's be clear age does not guarantee knowledge or experience. So, to choose your mentor, you must trust, and you can be wrong. But that's life and to be wrong IS NOT WRONG!!! Is a process. So, the first lesson to my mentees is to learn to observe, observe, observe without intervening in the process.

Ao cultivar relacionamentos sólidos com mentores, colegas de trabalho e profissionais do setor, você pode compartilhar experiências, obter feedback construtivo e encontrar solu??es inovadoras para os desafios que enfrenta. Essa rede n?o apenas oferece suporte emocional durante períodos difíceis, mas também proporciona insights valiosos e novas perspectivas que podem ajudá-lo a superar obstáculos e alcan?ar o sucesso em sua jornada de inova??o empresarial.

Peer support is a great way of creating a "safe zone" for exchanging experiences and create a learning environment - as long as there is trust on both sides which normally comes from observable behavior. I was lucky to benefit from collaborating with extraordinary individuals to mutually support each other in our challenges of failure and success.

Cultivar relacionamentos com colegas e pares que est?o no mesmo campo de inova??o pode ser extremamente benéfico. Eles podem oferecer insights sobre como superaram seus próprios fracassos e compartilhar estratégias que funcionaram para eles. Participe de grupos de discuss?o, clubes de inova??o ou comunidades profissionais onde você pode trocar experiências e aprender uns com os outros.

Meu ponto de vista é que devemos nos cercar de semelhantes, pessoas que tenham ambicoes como as nossas, afinal os lugares que frequentamos, as pessoas com quem nos relacionamos e nossos hábitos s?o o que moldam nossa caminhada. Quem quer ser uma águia deve andar com águias!

Recognising the value of peer support for real-time advice and collaboration can significantly enhance professional growth and problem-solving, as highlighted in this post. Building a strong network with immediate peers to share experiences and brainstorm solutions fosters a culture of innovation and teamwork, ultimately leading to creative breakthroughs and success in navigating challenges together.

Peer communication is essential to a healthy team building. Bosses, managers have to encourage these meetings, that's how trust get developed, "idiotic" competition and "politics" disappear among the teams. And creativity and collective consciousness emerge. Innovation becomes exciting and not competition, but solidarity, collective support, are developing if the leaders have the sufficient creativity to put goals that people will fill motivated to achieve. The culture of the organization has to strive for colaboration. And collaboration must be rewarded.

It gives the team a panorama of what people think and do and avoid the isolation of an organization. The exchange of ideas in Forums is very good for innovation.

Os fóruns, sejam online ou presenciais, s?o ótimos lugares para discutir falhas e aprender com elas. Participe de fóruns de discuss?o, grupos de LinkedIn ou outras comunidades online focadas em inova??o empresarial. Esses espa?os permitem que você compartilhe suas experiências, fa?a perguntas e obtenha feedback de um grupo diversificado de profissionais.

Fóruns sobre assuntos que dizem respeito à nossa área de atua??o s?o sempre enriquecidores. Estar atualizado, antenado e com o assunto na ponta da língua vai ser um divisor de água para as boas oportunidades.

Eventos como conferências, workshops e seminários s?o oportunidades excelentes para expandir sua rede de apoio. Participe de eventos do setor para conhecer novos contatos, ouvir palestras inspiradoras e participar de sess?es de networking. Esses eventos n?o só aumentam seu conhecimento, mas também proporcionam oportunidades de discutir desafios e fracassos com outros profissionais.

Além dos fóruns, estar presente a eventos do nosso nicho é fundamental para quem quer ampliar seu networking. Tais eventos te coloca em contato com pessoas que dificilmente você conheceria nos seu dia a dia.

Refletir sobre os fracassos junto com sua equipe e rede de apoio é crucial. Realize sess?es de retrospectiva após projetos importantes, onde todos possam discutir abertamente o que funcionou e o que n?o funcionou. Use métodos como análise pós-morte e cinco porquês para aprofundar a compreens?o dos problemas e identificar melhorias. A reflex?o coletiva n?o apenas ajuda a aprender com os fracassos, mas também fortalece os la?os dentro da equipe.

Meetings of the team with their leaders are essential. And avoiding finger pointing to develop trust and people to talk about their mistakes. And see how to learn from that. Develop monitoring schemes, but do not rely only on numbers, particularly important study the tendency of the numbers, the curves of the graphics, not the numbers itself. And pinpointing the things that worked good for the company, good for the team, good for the clients (CEO: Clients, Employees, Organization).

Form Innovation Circles or Mastermind Groups: Create small groups of like-minded professionals who are passionate about business innovation. These groups can provide a supportive environment where members can openly discuss challenges, share insights, and brainstorm ideas in a confidential setting.