Making Success the Focus

Success and failure seem like such simple ideas, but the way that we engage those two terms as safety people and as leaders make a big difference in the way our organization functions. The views in which the leaders take toward success and failure drastically shape the landscape in which we operate. It is a key influencer in work patterns and overall cultural climate. Those that lead have to be aware of how their decisions affect those that are around them. Their methods shape the way that their people will engage issues at the functional level. In safety, it is ever so critical that we are always seeking how we can improve our processes, so that we create methods to protect our people.

Hopefully, the success and failure exercise helped to gain some insight to your team and how they think about those terms. It should have also help to see who is working toward success and who is avoiding failure. Their answers can be very informative in how they perceive their work, your leadership, and the overall culture of the organization. The answers lead to the four categories of the team in regards to failure or success, superstar, accepter, evader, and burnout.

Everyone wants the superstar as part of their team. This is the one who is willing to make a mistake, but not from negligence. They are seeking better knowledge out of their desire to find the most successful route. I recently finished the book by *Amy C Edmonson called “The Fearless Organization.” In the book, there is a discussion about the types of failure, preventable, complex, and intelligent. Your superstar is making intelligent failures. These are ones categories by “forays into new territory.” They are measuring the risk and taking calculated steps into the unknown for the betterment of the organization.

The superstars are those who are always seeking success. They know through calculated failures and risk that they can learn and improve. As a manager, it a duty to allows these team members to explore and experiment. From my experience, those that create barriers or discourage the process are not usually the direct manager. It will be those that control other facets of the organization. It is our duty to help shield them and assure they get the resources they need to continue excelling in what they do. This is where being a servant leaders is best applied. Be a resource for the superstar and help them feel secure and able to get their best work done.

*Check out the book here from Amazon.com: https://amzn.to/2Hfsmo1