10 ways failure leads to success

It may seem like a contradiction, but thinking you're always right is a sure path to failure, while admitting and learning from failure inevitably leads to success.

From the time we're little, we're told that time heals all wounds. But nobody tells us it's only half true. When the wounds are inflicted by somebody else, fine. But when wounds are self-inflicted -- also known as mistakes -- all the time in the world won't heal them if we don't acknowledge them.

Failure is a little bit different, but the concept is similar. Failing to admit and learn from failure will only lead to more dramatic failure. The converse is also true: Admitting and learning from failure will ultimately lead to success.

Unfortunately, many leaders seem to be allergic to the whole idea of admitting failure. I've seen it dozens of times with business leaders, political leaders, CEOs, and executives. Why that is, I don't know, but it may have something to do with how success gives leaders a big head, as we discussed in The Problem with Know-It-All Managers.

Regardless, systemic business failure, corporate failure, and personal failure typically come down to leaders or managers sticking their heads in the sand. Don't be one of them. Instead, master these 10 ways failure leads to success.

Note: This article originally appeared as an entry in BNET's The Corner Office blog. It's also available as a PDF download.

1: Change management

Ever try changing a company system or process that involves lots of people? If you have, you've failed. And if you didn't learn from it, you're still no good at it.

2: Employee

What, you were a great employee out of the gate? Come on, tell the truth. You made mistakes; that's how you learned how things work, how to get things done, when to take a stand, and when to suck it up. Or maybe you didn't. Hmm.

3: Turnarounds

Turnarounds start by clearly stating the problem, what went wrong. Sometimes it takes a few iterations, as with IBM, Apple, and HP. Some boards wait too long, as with Nortel. Are Sprint, Sony, and Dell next?

4: Managing people

I don't care what business schools say: You don't learn this in school. You learn it on the job by making mistakes and learning what works and what doesn't. Period.

5: The scientific method

It's built on the concept of making an assumption, experimenting, proving it wrong, and continuing until you can't prove it wrong.

6: Innovation

The whole startup innovation loop is a learning curve based on trial and error. Sure, we love the Google and Facebook founders' stories, but far more common are entrepreneurs who failed multiple times before nailing it.

7: Consulting

Um, not to get too specific, but the only reason I have any success as a consultant is that I made dozens of mistakes over two decades in corporations. It's called "learning the ropes."

8: Strategic planning

Any strategic planning process must begin with an analysis of what's working and what isn't. The "W" in SWOT stands for weaknesses, and with good reason.

9: Postmortems

If you don't do postmortems on lost customers and failed product launches and marketing campaigns, you're far less likely to get it right the next time.

10: Relationships

If you need me to explain how failed relationships -- personal, business, whatever -- make you a better partner and team player, you have bigger problems than I can help you with.

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Just like what Kobe Bryant said, turn your failures into a fuel. Turn these failures into something that drives you to strive and do better the next time around. There's a reason why people are supposed to learn from their mistakes, and that's probably the reason why failures can lead to success. essay admission sample


We make and we will be making mistakes - as long as we try to do certain things. If you stopped making mistakes, you'd better check your pulse... The key is to find the right balance between being focused and passionate about THE AIM and being present in the moment. A slight lack of balance and you either stop moving or make too many mistakes.


Well written. Simple and to the point.


IT is (not alone, but stands out as) an industry that repeatedly fails and repeatedly fails to learn from its failures, at least fails to learn the right lessons. It keeps doing the same thing and expecting different results. Managing by a single data point, deadline, invariably leads to cutting corners which actually delays delivery and imposes poor quality on users. Yet, stresses from late, wrong delivery generally lead to squeezing the next project even more. Poor estimates cause creep, which in turn is a major cause of project overruns and dissatisfaction. The primary cause of poor estimates is management-dictated budgets and schedules which bear no relationship to the work needed to deliver the product; but it?s the project team that gets blamed, and management keeps destining additional projects to failure. Such failures indeed can be turned around by management?s learning they can dramatically reduce creep by applying the Problem Pyramid? to first discover the REAL, business requirements deliverable whats that provide value when met by the product/system how. Responsible estimates can be made based on top-level REAL, business requirements, which are much more than mere objectives.


Very nice article. I also like Robin's reply. Good stuff folks.


The endless and asinine pursuit of market share at the cost of profitability and long term viability, e.g., the US auto industry. Toyota pursued quality for decades while the Big 3 pursued market share. Toyota caught Ford, GM, and Chrysler before fatally deciding to go for market share. Govt Motors' new CEO has announced GM will now pursue market share again.


but we make up for it with volume. Gotta love those over-educated idiots. :-)

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