An Opportunity to Fail

Recently, I was involved in a career session discussion with someone who made a comment that caused me to reflect upon not only my past people-related business experiences but on similar inaction by all business owners, leaders, managers, and executives.

The individual was discussing his concern that perhaps, where he was currently working, his opportunity to fully utilize his abilities was hindered. He explained, “All I ask of my current employer is to allow me the opportunity to fail. I am not getting that opportunity.”

WOW! That comment hit me like a ton of bricks. Here was an intelligent, capable, well-educated individual who has apparently been held back from fully utilizing his abilities to help the company become more successful. Knowing the individual’s abilities and interests, as well as the company where he works very well, it was not a difficult conclusion to reach that he most likely was correct.

This interaction started me to thinking about myself in past actions. How effectively did I provide those for whom I was responsible an opportunity to fail? The more I pondered this issue, the deeper thought I had on the state of people development in business. Here are some questions that began to come forth:

• What is being done in small companies and large to allow current associates to expand their profiles, live their passion, and attempt new opportunities?
• Are associates in businesses being properly utilized to take advantage of their abilities?
• Do small and large companies really know the full capabilities of their associates?
• At one time, people were hired based on some set of objectives, BUT what has occurred since their hiring?
• Who was the most recent associate to have an opportunity to fail?

In this analysis, I am not implying that, for example, a stock clerk should be given the opportunity to do brain surgery, but what’s to say that the stock clerk might not be a great fit as a systems research analyst?

Too often in business when people are hired, we have a tendency to “typecast” them to a particular role. Perhaps it is a personal assumption, a personality conflict, or an assignment gone poorly that has distorted an initial thought regarding an individual. This assumption could be totally false and thus potential could be lost.

In business, it should not be “one and done” with people. If they are good enough to be hired, then we need to take the time to learn their strengths, their passions, and explore where they might best benefit the business. If that step produces no possible avenue to divert them, then we must realize that an initial hiring mistake was made and examine any justification to continue the individual’s employment.

When we take chances with current associates by allowing them to have an opportunity to fail, we can build positive morale in our company and many times supercharge the “thinking” process within. People who are aware of internal opportunities and then are given those opportunities often take an “ownership view” of their role and themselves. This ownership role can positively alter their actions and contributions regardless of the business size or industry. Thus, innovative companies that want to grow and attract viable employment candidates currently and in the future, might want to throw out the confining rules of engagement and more broadly consider how they can better utilize people’s passion and ability by allowing them to attempt new challenges. Companies must learn to realize that, even if the individual attempting the new opportunity falls flat on their face, they are still moving forward in their commitment to help the company or business concern to become more successful. After all, how will any business really know what might be possible unless they give their people the opportunity to fail?

Take a look at your firm’s or company’s associates.

• Do you really know each person’s passion and inner abilities?
• Have you “typecast” others in such a manner that you have excluded them from consideration for potential opportunities?
• Have you allowed personality conflicts or possible misjudgments to limit the potential of your people?
  
• How are you allowing those you have hired or take responsibility for opportunities to fail?
• What great success story lies waiting to be told within your firm or company about the “diamond in the rough” who was given the opportunity to display their passion and utilize their strengths? 

As you evaluate your teams and look to grow your business, dig deep into those who are waiting within to show you what they can do. Encourage risk-taking and throw out the rules if warranted and strive to allow passion, desire, and individual strengths to drive your decisions and results. Your out-of-the-box development and utilization of people will forever change the business environment you face daily.

Give people an opportunity to fail and watch them grow. You just may find that your business will soar as a result.