From the course: The Fearless Organization (Blinkist Summary)
Reframing failure and redefining the boss' role
From the course: The Fearless Organization (Blinkist Summary)
Reframing failure and redefining the boss' role
- [[Instructor] Blink number four. A fearless workplace starts with reframing failure and redefining the bosses role. How many times have you been told to do your best? We get this advice throughout our lives from parents, teachers, coaches, friends, and even anonymous quotes on the internet. Rarely are we ever told to fail. But being okay with failure at work is the first step in creating a fearless environment. When team leaders and bosses start talking about failure is something that happens often and as a learning opportunity. People become comfortable with taking risks, trying out new things and openly discussing their mistakes. Well, failure seems like the opposite of what any company wants to do. Some of the most successful ones have made the belief that it's okay to fail, a key part of their work practices. Animation Studio Pixar is behind 15 of the 50 highest grossing animated films of all time. And Co-founder Ed Catmull makes a point of telling staff that every movie is bad in the early stages. This reduces their fear of failure and makes them more open to feedback. And in a completely different industry, Christa Quarles CEO of restaurant reservation company, OpenTable, encourages her team to fail often and early so that they can quickly find new strategies. In fact, being comfortable with failure is so important that Smith College and other schools in the United States now offer courses to help students understand failure, not as a setback, but as a step toward learning. Failure isn't the only thing we need to redefine. In many workplaces leaders are seen as authorities who know best giving instructions and judging how well they're carried out. But in a fearless workplace leaders instead set the direction and goals that encourage people to contribute their own ideas and insights. A great example of this approach is Cynthia Carroll, a former CEO of the mining company, Anglo American, who wanted to lower the number of mining injuries and deaths. But instead of just sending an order down to workers, Cynthia chose to organize meetings with thousands of the mines employees and find out what they felt was needed to improve safety. This input shaped new safety guidelines, and after these were implemented mining deaths reduced by an impressive 62% between 2006 and 2011.
Contents
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Perception and your best work2m 17s
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Psychological safety leads to better performance2m 52s
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Consequences when psychological safety is absent2m 52s
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Reframing failure and redefining the boss' role2m 27s
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The power of curiosity and openness2m 32s
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Responding productively2m 23s
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Creating a fearless work environment2m
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