by Cyndee Miller
Talk all you want about the “critical elements to business success.” What people—including me—really want to hear about is failure. We want the spectacular flameout. And we want all the gory details. Some of this is just human nature. But it’s more than that. Tales of failure are also wildly educational. Would the story of Steve Jobs be nearly as compelling—or informative—if he wasn’t fired from his own company? I think not.
Yet as a reporter, I know most people don’t like to discuss their mistakes. So imagine my delight when former Twitter CEO Dick Costolo told attendees at PMO Symposium® that failure isn’t just an option—it’s an option that should be exercised frequently.
As one must suspect, that shift has to start at the top. “By getting in front of your team and pointing out when you make a mistake, they start to get it and will start taking more courageous risks,” he said.
That will most likely lead to some dissent, which Mr. Costolo also said it’s perfectly acceptable.
“The goal isn’t social cohesion, it’s to get to the right answer,” he said. “Open debate toward the right answer is a good thing.”
But once a decision is made, Mr. Costolo expects the full team to fall in line.
The contrarian in me loves to see common business wisdom upended. But his advice also just seems inevitable in today’s fast-paced, disruption-happy environment.
Slow and steady doesn’t win the race. There’s a fresh urgency to execution and that means leaders need to be willing to try new things.
“In any organization as it grows, the default answer to any question increasingly becomes no,” he says. “What we developed inside Twitter was a common saying: bias to yes. There have to be many paths to yes inside the company for any idea. Any function is not allowed to tell a different function, ‘You’re not allowed to do that.’”
Taking Mr. Costolo’s lead, Twitter slashed the time it took to get new ideas in front of users from months to days.
At that pace, mistakes happen. But what we’re hearing over and over again at symposium is that that’s okay. In the very first session, self-proclaimed project management nerd Jonathan Gilbert, PMP, challenged project leaders to think fast, learn fast, fail fast.
Jan Musil, chief product owner at SAP America, took it one step further, saying project leaders shouldn’t even think of a project misstep as a failure. It’s continuous improvement.
How are you helping your teams fail, er, I mean, “continually improve”?