Failure is not an option for teams

When we find ourselves in situations without exact precedent, teams are well suited. Teams possess an ability to be responsive and adaptable to changes in context. Teams can access the shared capabilities and complementary strengths to work towards their shared purpose.

In a scenario where we are working without precedent and complete predictability, creating an environment where "failure is not an option" becomes a limitation in at least three ways. If our teams form the view that failure is not an option, one (or both) of the following can occur.

Option A is that we set safe aspirations. If we are expected to guarantee success, it's not wise to set our sights on the edge of our capabilities. Instead, we should stick well within our capabilities, our areas of expertise and minimise as many variables that have the potential to throw us off course. This is not an inherently bad outcome, but it's not tapping into the full potential of our teams and we are leaving possible performance benefits on the table.

Option B is that in striving for the edge of our collective capabilities, we are in an environment where it is not OK to make errors, we won't feel safe to raise our mistakes and concerns. This poses risks that errors that are made along the way are covered up (and possibly come back to bite the team) and just as importantly that team members don't feel safe.

Option C is that we persist in the wrong direction because we agreed on an objective or path of action that was right at the time, but is no longer the best way forward. It may be that the ability to quit well - and smart - is one of the great skills that teams need to develop for a rapidly changing world.

For these reasons, the idea that "failure is not an option" is not a viable option in teams. It's better to be honest - with yourself and each other. Either:

• Failure is not an option - so let's play this one safe and accept that we won't test our limits.
• Failure is possible along the way - let's learn as fast as we can and see what we are capable of.

The best teams spend less time covering up or pretending that mistakes haven’t happened. They spend more time acknowledging them, sharing them, learning from them and adapting to improve their performance (i.e. learning!).

You may view this distinction as overly simplistic. You may be thinking that the decisions that teams need to make are more grey than black and white. That decisions are more like what they are prepared to accept failure on - and to what extent. I think that is a valid consideration (a separate conversation for another day).

The simplistic differentiation is a great prompt and starting point, though. Here are some questions for you to get you started this week:

1. Is your team prepared to risk enough to do its best work?
2. How can you better support productive failure in your team?
3. When is it best to not accept failure in your team?

Go well,

Keegan