HOW GOOD BOSSES RESPOND TO MISTAKES

Failure is inevitable, so the key to success is to be good at learning from it. The ability to capitalize on hard-won experience is a hallmark of the greatest organizations, the ones that are most adept at turning knowledge into action

Failure sucks but instructs. In fact, there is no learning without failure — and this includes failing at dangerous things like surgery and flying planes. Discovery of the moves that work well is always accompanied by discovery of moves that don't.

This is why failure is so endemic to innovation. We've all seen reports of the huge percentages of new products, companies, and ideas that fail. Professor Dean Keith Simonton has conducted extensive quantitative research on creative geniuses. Looking for the differences between geniuses and their more ordinary counterparts, he found that "Creativity is a consequence of sheer productivity. If a creator wants to increase the production of hits, he or she must do by risking a parallel increase in the production of misses. ... The most successful creators tend to be those with the most failures!"

WHAT'S THE QUESTION?

Too often managers come up with great “solutions” but when applied it doesn’t really solve the problem. One of the most common mistakes managers make trying to solve a problem is ask the wrong question. Great answers, but wrong questions

Hudson Guild is one of the oldest and largest non profit organizations operating in the Chelsea area of Manhattan in New York City. With a “collaborative community building” approach, Hudson Guild is committed to addressing common interests and needs based on social shared values. For more than 100 years, they work to make more accessible information, skills and opportunities to learn and grow to community members creating and strengthening “the social fabric that binds a community and enable its members to succeed in both good and bad times.”