Your project failed. Now what?
Failure in the workplace can take many
shapes. The budget cycle ended, and your prized initiative was the only
one on the chopping block. Or the client called and abruptly cancelled
your agency’s long-term contract. Maybe the star employee you recruited
into your company turned out to be less than stellar, and you
participated in a string of HR discussions culminating in termination.
In any of these cases and many more, you experienced a demoralizing,
public failure.
First of all, congratulations! If
every single one of your projects succeeded,
it would mean you were
coasting. Failing once in a while is a good sign. While failure can
certainly come from inattention or poor decision-making, it often is
associated with experimentation and innovation. No one seeks out the
sting of a failure and its repercussions, but smart professionals
embrace failure as an opportunity to learn and improve.The first rule of failure is to talk about failure
People often respond to workplace
failure as they might respond to personal tragedy. They don’t know what
on earth to say, so they avoid discussing it entirely. Make it your
mission to address the elephant in the room, by acknowledging the
failure and looking to understand underlying causes.
Take
a lesson from the software industry, where teams conduct “blameless
post-mortems” (BPMs) to identify systemic vulnerabilities in process,
technology, and practices in order to learn and improve. These meetings
take place shortly after an event, and bring together the relevant
people involved. It’s useful to bring in a third party to facilitate the
discussion, and to ask questions that reveal:
- The timeline of events, and a shared understanding of how they unfolded
- Context for any assessments or judgments that were made
- Things that people knew (and might have assumed are common knowledge)
- Team members’ states of mind at the time
- Mental models for how things “should” work, and how they are shared or differ among team members
- Factors that led people to take a specific action
- Signals that caused people to ask for help—or not
From this meeting, identify
action items to prevent future, similar failures. These steps might
include changes in escalation protocols, involvement of different people
in meetings, or more expansive documentation. When conducting blameless
post-mortems, speed is essential. A BPM conducted weeks after the event
will be short on the vital details and subject to the narrative already
constructed about the root of the failure. Effective blameless post
mortems will develop teams with high trust that are able to move on from
failure by correcting systemic weaknesses rather than turning on one
another.
Accept personal responsibility
While project failures may have many
different causes, project leadership has ultimate accountability.
Examine how your behaviors contributed to the failure. The more tactical
of these may have come to light in the blameless post mortem and
resulted in changes to your approach. But dig deeper: are there aspects
of your leadership that you can improve? Perhaps people fear you will
shoot the messenger, or you’ve been too slow to react to warning
signals. Ask the project team for feedback on your performance. Try
using an approach outlined by Kim Scott in her book Radical Candor: be persistent and reward honesty to obtain meaningful feedback from colleagues.
Share what you have learned to improve processes
We’re all tempted to put our failures
behind us. After all, we typically win jobs and promotions based on
reciting our resume of successes, not by recounting our failures.
However, sharing the practical learnings from a failed project more
broadly can be helpful to you as well as to others in your organization.
Find the right avenue for sharing: a white paper, a talk, an internal
blog post. It’s a useful way to explore and expand your organization’s
tolerance for failure, and to illuminate how these stories make their
way—or don’t—to the C-Suite.
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