This is so powerful - I hadn't really considered this topic in this way. It feels so much better to draw a line, when the time is right and move on with the plan. I can see this being applied to so many situations - business and personal.
As you say in your newsletter, you have to allow everyone to unpack the issue and each situation will be different - I guess you know the time is right when people start going over the same stuff ?
At my last company, the CEO was know to say “let’s push the reset button” on failed business ventures and talent management decisions once the after action reviews had run its course.
For business outcomes yes. The CEO was good at recognizing past mistakes and then moving on. For Talent Management outcomes, I thought it took way too long. People who failed to deliver on something spent quite a bit of time in exile before being let back into the circle of trust. I was the most junior person in these meetings and new to the organization, so I could be wrong about that. Looking back on my experience there now, they seemed to be more outcome driven than process driven.
Absolutely, that's a great point, Patrick. The best leaders don't seek to assign blame as the first priority. We've got an entry on just that topic somewhere in our archives here.
This is so powerful - I hadn't really considered this topic in this way. It feels so much better to draw a line, when the time is right and move on with the plan. I can see this being applied to so many situations - business and personal.
What do you think helps you determine when to draw that line, Kevan?
As you say in your newsletter, you have to allow everyone to unpack the issue and each situation will be different - I guess you know the time is right when people start going over the same stuff ?
This reminds me of the saying: “Look at your past. Just don’t stare at it”
At my last company, the CEO was know to say “let’s push the reset button” on failed business ventures and talent management decisions once the after action reviews had run its course.
Did the timing generally seem to be right with when he said it?
For business outcomes yes. The CEO was good at recognizing past mistakes and then moving on. For Talent Management outcomes, I thought it took way too long. People who failed to deliver on something spent quite a bit of time in exile before being let back into the circle of trust. I was the most junior person in these meetings and new to the organization, so I could be wrong about that. Looking back on my experience there now, they seemed to be more outcome driven than process driven.
Absolutely, that's a great point, Patrick. The best leaders don't seek to assign blame as the first priority. We've got an entry on just that topic somewhere in our archives here.
How built out is this failure process for you?
Is it a detailed checklist of items?