A subordinate apologized to Barry Diller for his delayed results “I was trying to do it right.” To which Diller asked “ “Did you ever consider doing it wrong?”
People tend to want to do their best, and in the process rely on who and what they understand. Risk of lost time, and failure to deliver on expectations often stops us from trying the untried, or inspecting and understanding why something failed to work.
In the case of Wells Fargo, employees did what they knew and ultimately delivered positive measures of growth. Managers up the chain continuously favored narrowly reported growth and overlooked evidence to the contrary that revealed the program’s failure.
In November, the Strategy discussion group will explore a series of strategies that offer opportunities to understand failure and incorporate learning that assures growth when measured is real.
Join us to discuss leadership challenges and opportunities as we examine how the returns on learning by doing it wrong generates growth.
Register to reserve a seat at the table* to join us in discussion on:
TUESDAY November 14,
500 W. Monroe St.
*Seating is limited to the first 20 participants, so please register in advance. If your plans change, do let Rachel, the organizer and facilitator know in advance, so she can free your seat to others.
Strategies for Learning From Failure
Three levels of a Fix
Finding the right job for your product
Clay Christensen speaking at the NY Times Dealbook conference 2016.