5 ways to manage your energy budget
The flow of your energy is like a budget: What comes in (rechargers) and what goes out (drainers) needs to be balanced. Hereâs how to ensure your levels remain stable. ...
by Jennifer Jordan Published 25 October 2024 in Brain Circuits ⢠4 min read
Here are five interconnected strategies for individuals and organizations to transform errors into valuable lessons.Â
When you make a mistake, resist the urge to hide it, as attempting to conceal errors often leads to bigger problems. Instead, follow the example of one HR manager who accidentally sent a redundancy briefing to the affected employee and described how she quickly rushed to where the employee was sitting and apologized personally to the individual concerned. While uncomfortable, swift acknowledgment can often minimize damage and demonstrate integrity.Â
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Individual mistakes often reveal systemic weaknesses. After the HR manager’s misdirected email, they noted: “For the rest of my career, I never sent a sensitive email without checking the addresses at least twice.” Organizations can institutionalize such lessons, turning one person’s error into improved practices for all. For instance, implementing a delay on sensitive emails or requiring secondary confirmation before sending could prevent similar mishaps. Â
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In workplace safety, a “near miss” is an event that could have caused harm but didn’t. This concept also applies broadly to professional settings. For instance, an employee catching a typo in a contract just before it’s signed represents a near-miss in terms of legal risk. Organizations should implement systems for reporting and analyzing these close calls, as safety-critical industries do. By investigating near-misses, whether in communication, decision-making, or operations, companies can address vulnerabilities before they lead to significant problems, which contributes to continuous improvement, learning, and risk prevention across the business.Â
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The best way to prevent mistakes is to âavoid the hazard.â Following an error, companies tend to focus on reducing the risk of mistakes, whereas real dividends can be gained from systemic changes that prevent employees from repeating the error. In the BBC case â where fact-checking of journalistic output is held in high esteem – this might involve creating a separate, secure channel or shared drive for internal team communications about high-profile interviews, therefore ensuring an email never leaves the companyâs environment.Â
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Leaders must recognize that genuine mistakes by team members often occur when pushing boundaries or trying new approaches. By admitting their own errors and framing mistakes as potential catalysts for innovation, leaders can encourage calculated risk-taking and creative problem-solving. This mindset shift can transform setbacks into stepping stones for organizational growth and improvement.Â
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By developing a culture that embraces genuine mistakes as learning opportunities, both individuals and organizations can build resilience and improve processes, and leaders can nurture an ethos of continuous improvement and innovation. The last word goes to Kuenssberg, who described her error as âembarrassing and disappointingâ but added, âRed faces aside, honesty is the best policy.â
Social psychologist and Professor of Leadership and Organizational Behaviour at IMD
Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jenniferâs teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials Course., and co-Director of the Leading Digital Execution program.
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