Why should we rethink failure?

When does failure become a dirty word? Certainly not when we are young.

Children learning new skills for the first time aren’t criticised when they miss the mark; they are encouraged to start afresh, try again, and keep going until they make it.

In fact, schools are increasingly embracing failure: the First Attempt In Learning (FAIL) acronym adorns classroom walls and theories focused on developing abilities — often through trial and error — are gaining traction, especially the growth mindset. Featured in many guises from inflatable brains to programmes that reward pupils for building skills, the concept is helping show the next generation that just because they aren’t inherently good at something, it doesn’t mean they can’t be with some practice.

But this openness seems to stop when we reach the workplace. While tales are told of mistakes made by entrepreneurs on their way to the top — such as Bill Gates and Steve Jobs — the importance of failing and growing in our everyday working lives is less widely celebrated. And it’s time that changed.

Why are we afraid to fail?

Failure is often berated in the professional sphere. Levels can vary; public humiliation at the extreme end of the scale — as seen in this example from China — and smaller penalties at the other, such as leader boards with under performers ranked last. The bottom line is workers can be vilified for falling short, which leaves them in an anxious state. Fear of failing keeps CEOs awake at night and leads many professionals to stay in the safe zone, which can limit individual and company growth.

Such apprehension isn’t helped by societal pressure. In an age where wealth, success, and fame are highly prized and popularised via the web and social media, failure can drive feelings of underachievement and inadequacy. And when this sense of shame is combined with negative emotions linked to failure — such as anger, frustration, and disappointment — it makes for an unpleasant experience we strive to avoid, both personally and professionally.

This is precisely why it’s crucial to change our perception of what it means to fail. Rather than automatically meeting mistakes with censure, we must recognise they can be learning opportunities. Particularly if approached in the right frame of mind.  

The growth mindset defined

Until the middle of the 20th century, it was assumed changes in the brain could only occur in early life. But research has since demonstrated the brain has much greater plasticity; neural connections can be constantly forged and refined by new learning.

Growth mindset builds on these findings. Coined by Stanford University psychologist Dr Carol Dweck, the concept revolves around the distinction between fixed and growth mentalities. In short, individuals with a fixed mindset feel talent and intelligence are set — and ultimately dictate success — while those with a growth outlook believe their ability, expertise, and fortunes can improve with persistent effort.

Use cases are so far centred in the education sector and achieve encouraging results. Most research projects show significant increases in grades and a recent report by the Educational Endowment Fund (EEF) reveals possible links to progress in English and mathematics. But this concept can make a difference at work too. 

How it can change the way we work

Failure is a vital strategic tool; when one route towards meeting key objectives goes off the rails, organisations gain valuable insight into what doesn’t work. Over time, ruling out ineffective paths will help identify optimal ways of achieving desired outcomes, as well as build resilience that motivates workforces to continually innovate.

Individuals with a growth mindset are aware of this. They appreciate failure can be utilised to expand their knowledge, fine-tune processes, and build plans that prevent missteps. As a result, they are not afraid to experiment and organisational or personal setbacks are seen as chances to gather lessons they can use to improve future results, and their abilities. So, it’s no surprise forward-thinking firms such as Microsoft are leveraging the theory to power leadership development and technological advances. 

What does it take to cultivate a growth mindset?

Obviously, failure must be controlled to keep companies in business, but it’s important to ensure rules aren’t too restrictive; a framework that supports testing is essential to foster an environment where the growth mindset can thrive.

Consequently, step one is removing the fear. Individuals will not leave their comfort zone if they are anxious about negative repercussions or hindering organisational performance. Indeed, analysis by Brad Staats of UNC Kenan-Flagler Business School reveals over-emphasising success is a barrier to progression because it “inhibits risk-taking”. To stop employees getting stuck in a fixed mindset, companies must establish failure is acceptable by sharing details of innovative projects good and bad. This will not only show what can be achieved by pushing boundaries, but also illustrate failed initiatives will be celebrated, not punished, if lessons are learned.

Confidence can be further nurtured through step two: promoting suggestions from individuals and providing a safe space to trial ideas. As part of its growth mindset programme, Microsoft runs an annual ‘Hackathon’ – an ideal showcase of managed risk. Employees at every level can move beyond everyday tasks and work with other teams to come up with new potential ‘hacks’. Once teams make their plan, prototype and pitch, the winning solution becomes a real business initiative.  

While the growth mindset brings many benefits, it does come with a caveat: it is not a quick fix. As pointed out by Dweck, the concept requires consistent effort and is prone to misinterpretation. Far from denying the existence of talent or guaranteeing results, the theory states employees have the capacity to improve their abilities. So, to realise its value, organisations must invest in giving employees the freedom to grow. Reclaiming failure as a positive word and driving experimentation is likely to power performance; but they won’t know until they try.