Here's how you can maintain focus on your goals post-failure in Public Administration.

Start from a place that embraces humility in the context of complex problems (sometimes even "wicked" ones), and accept that we are "muddling through" to harmonize diverse responses into one solution (or a few). Public administrators don't build widgets. We provide public goods and services that solve problems for constituents. A good plan expects risks. It should allow for adaptivity and encourage overcommunication. Timing matters. Key decisionmakers can only prioritize a few things at once. Advocate hardest when your best windows of opportunity open up. Convey a clear value proposition--not why your idea is important to your organization, but why your idea delivers value to your constituents.

Most importantly it is necessary to understand that, Failures are lessons that had to learned not a part of life that had to be forgotten, So it is very much necessary to reflect what went wrong rather than going ahead without a look back. Personally after many setbacks that i encountered with, that includes stage fear, while speaking It got better , when i asked for suggestions and later a honest reflection helped me be the better version of me

El sector público será siempre impredecible, y ése es un factor que se debe considerar desde el comienzo. En muchas ocasiones, es posible que una iniciativa de política pública o de regulación propuesta por el sector privado pareciere avanzar y lograr todos los consensos, pero todo de un momento a otro puede cambiar. Similar situación sucede con los pilotos de avión, en ocasiones no pueden predecir las turbulencias, a pesar que tienen radares, sensores y el apoyo de data de otros aviones, así como el apoyo de los controladores. Este símil es muy relevante: no olvidar que las turbulencias llegan en cualquier momento y hay que maniobrar rápido para evitar graves pérdidas o para encauzar el objetivo.

Um boa frase para tudo isso é: "As vezes precisamos dar um passo para traz, para pegar impulso para um grande salto. O fracasso é um grande exemplo disso, utilizar esta falha como gancho para um crescimento maior e aprender com todas as falhas é de extrema importancia. N?o pode-se desistir na primeira dificuldade sem antes refletir quais caminhos foram tomados que levaram a este fracasso.

Reflecting on failure involves stepping back to honestly assess what went wrong and why. It’s not about assigning blame but understanding contributing factors. Identifying these helps in formulating a plan for improvement. It’s also a chance to acknowledge strengths, reinforcing positive strategies for future endeavors.

One thing that i have observed is that, one cannot go big at a single attempt, all he as to do is break his goals into small ones that are conquerable, in that way he will be able to reach the ultimate goal, in less efforts, The Goal should be in accordance with SMART, Reseting the Goal when needed is a part of maturity in realising the issues rather should not consider themselves degraded for that reason.

Mastering the art of prioritising tasks is essential for staying on track with our most important goals. At BGCo., it is a top priority to establish a structured approach to task prioritisation, making sure that every daily activity is contributing to our strategic objectives. Drawing on my experience at KPMG, I introduced a prioritisation matrix that assessed tasks based on their impact and urgency. This approach, inspired by stories in management manuals since time immemorial, helped us concentrate on high-impact tasks, making the most of our efforts and resources. Through this approach to prioritisation, we made progress towards our strategic goals while minimising distractions and boosting overall efficiency.

Las iniciativas públicas requieren el consenso o la participación de muchos actores, incluso con intereses o puntos de vista disímiles. Lograr que todos esos puntos de vista se puedan unir en una sola iniciativa, es un asunto que hay que saber sortear. En una ocasión, teníamos una gran oposición de un sector legislativo, logramos encauzar rápidamente el objetivo generando una mayor sensibilización y conocimiento no solo del legislador, sino también de su equipo de trabajo.

1. Learn from Mistakes: Think of failures as opportunities to learn. Take some time to figure out what went wrong and how you can improve. 2. Adaptability: Be open to change and ready to tweak your strategies when new information or circumstances come up. 3. Physical Well-being: Make sure you're getting enough sleep, eating well, and staying active to keep your energy and focus up. 4. Mental Health: Practice mindfulness, meditation, or other stress-busting techniques to stay mentally strong. 5. Stay Determined: Remember, bouncing back often means sticking with it. Keep focused on your goals, even if progress seems slow. 6. Be Patient: Give yourself the time to recover from setbacks and figure out the best way to move forward.

En el sector privado nos hemos acostumbrado a ser ágiles y a lograr grandes objetivos en el corto plazo. Sin embargo, esto no es así en lo público. Se requiere tiempo, ir paso a paso, lograr apoyos poco a poco. Es posible que una iniciativa pública promovida por el sector privado, pueda demorarse hasta 2 a?os para ser aprobada. La principal recomendación es mantener la calma, y siempre evitar dar expectativas de resultados que no van a ser posibles por la impredicibilidad de lo público.

Failure is a normal part of life and not something to be feared. I believe in Failing Forward and creating a psychologically safe space where my coworkers can be comfortable with their failures. Pointing fingers and being part of the blame game should be replaced with a growth mindset and allowing time to figure out which steps went wrong.

Las estrategias siempre son hacia el futuro. Plantear la misión a lograr, es el eje que permite mantener la coherencia de las acciones y los objetivos. No olvidar que a pesar de que se planee muy bien la estrategia, siempre podrá existir riesgos de mal clima y turbulencias. Siempre será posible prever escenarios hipotéticos y variables que pueden generar una u otra respuesta.

En lo público es muy escasa la retroalimentación. El feedback se puede pedir, pero las personas pueden ser celosas o pueden brindar retroalimentación fake (solo feedback admirativo). Ser honesto uno mismo, es el primer nivel de retroalimentación. Si se logra un feedback honesto posterior, será un plus.