The face of death

Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure — these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart. 

Steve Jobs

Success is Misleading

The Misconception: You should focus on the successful if you wish to become successful. 

The Truth: When failure becomes invisible, the difference between failure and success may also become invisible.

David McRaney, Survivorship Bias

I must be unlovable

The child who is not loved by his parents will always assume himself or herself to be unlovable rather than see the parents as deficient in their capacity to love. Or early adolescents who are not successful at dating or at sports will see themselves as seriously deficient human beings rather than the late or even average but perfectly adequate bloomers they usually are. It is only through a vast amount of experience and a length and successful maturation that we gain the capacity to see the world and our place in it realistically, and thus are enabled to realistically assess our responsibility for ourselves and the world.

M Scott Peck
The Road Less Traveled

Setbacks: Failure or a Sign of Learning?

A decade long study published in Harvard Business Review set out to identify the specific attributes that differentiate high-performing CEOs. The researchers found:

CEOs who considered setbacks to be failures had 50% less chance of thriving. Successful CEOs, on the other hand, would offer unabashedly matter-of-fact accounts of where and why they had come up short and give specific examples of how they tweaked their approach to do better next time. Similarly, aspiring CEOs who demonstrated this kind of attitude (what Stanford’s Carol Dweck calls a “growth mindset”) were more likely to make it to the top of the pyramid: Nearly 90% of the strong CEO candidates we reviewed scored high on dealing with setbacks.

Read more about the CEO Genome Project in the Harvard Business Review

The Tonic

Unselfish love for others is a tonic to the soul. At this very moment, someone needs you to care for him. Without you, his life may be incomplete. It could be a member of your family; possibly it is your neighbor or the person with whom you work. You see, you really do not have time to indulge in self-pity because of your past failures; already too many are stuck in the mud of self-pity, and they need you to lift them out of despair.  

Larry Kennedy, Down With Anxiety

Here's how you can spot who is going to be successful

(Some researchers ran) a workshop for low-performing seven graders at a New York City junior high school, teaching them about the brain and about effective study techniques. Half the group also received a presentation on memory, but the other half were given an explanation of how the brain changes as a result of effortful learning: that when you try hard and learn something new, the brain forms new connections, and these new connections, over time, make you smarter. This group was told that intellectual development is not the natural unfolding of intelligence but results from the new connections that are formed through effort and learning.

After the workshop, both groups of kids filtered back into their classwork. Their teachers were unaware that some had been taught that effortful learning changes the brain, but as the school year unfolded, those students adopted what (the researchers) call a "growth mindset," a belief that their intelligence was largely within their own control, and they went on to become much more aggressive learners and higher achievers than students from the first group, who continued to hold the conventional view, what (the researchers) called a "fixed mindset" that they're intellectual ability was set at birth by the natural talents they were born with.

(The) research had been triggered by curiosity over why some people become helpless when they encounter challenges and fail at them, whereas others respond to failure by trying new strategies and redoubling their effort. (They) found that a fundamental difference between the two responses lies in how a person attributes failure: those who attribute to their own inability-"I'm not intelligent"-become helpless. Those who interpret failure as a result of insufficient effort or an ineffective strategy dig deeper and try different approaches.

Peter C. Brown and Henry L. Roediger III,, Make It Stick: The Science of Successful Learning

How Emotionally intelligent leaders deal with failure and setbacks

Emotionally intelligent leaders expect there to be roadblocks and emotionally prepare for them. They look for the lesson learned and don’t take setbacks personally.   To emotionally intelligent leaders, disappointments are part of their learning and development journey. They understand that these moments will ultimately help them to reach their goals.

Harvey Deutschendorf writing in Fast Company

The Secret of Success

Survivorship bias pulls you toward bestselling diet gurus, celebrity CEOs, and superstar athletes. You look to the successful for clues about the hidden, about how to better live your life, about how you too can survive similar forces against which you too struggle. Colleges and conferences prefer speakers who shine as examples of making it through adversity, of struggling against the odds and winning.  

The problem here is that you rarely take away from these inspirational figures advice on what not to do, on what you should avoid, and that’s because they don’t know. Information like that is lost along with the people who don’t make it out of bad situations or who don’t make it on the cover of business magazines – people who don’t get invited to speak at graduations and commencements and inaugurations. 

The actors who traveled from Louisiana to Los Angeles only to return to Louisiana after a few years don’t get to sit next to James Lipton and watch clips of their Oscar-winning performances as students eagerly gobble up their crumbs of wisdom. In short, the advice business is a monopoly run by survivors. As the psychologist Daniel Kahneman writes in his book Thinking Fast and Slow, “A stupid decision that works out well becomes a brilliant decision in hindsight.”

Before you emulate the history of a famous company, Kahneman says, you should imagine going back in time when that company was just getting by and ask yourself if the outcome of its decisions were in any way predictable. If not, you are probably seeing patterns in hindsight where there was only chaos in the moment. He sums it up like so, “If you group successes together and look for what makes them similar, the only real answer will be luck.” 

Entrepreneur Jason Cohen, in writing about survivorship bias, points out that since we can’t go back in time and start 20 identical Starbucks across the planet, we can never know if that business model is the source of the chain’s immense popularity or if something completely random and out of the control of the decision makers led to a Starbucks on just about every street corner in North America. That means you should be skeptical of any book promising you the secrets of winning at the game of life through following any particular example.

David McRaney Read more here

Lincoln the Failure

Think of Abraham Lincoln, who was elected president of the United States in 1860. he grew up on an isolated farm and had only one year of formal education. In those early years he was exposed to barely half a dozen books. In 1832 he lost his job and was defeated in the race for the Illinois legislature. In 1833 he failed in business. In 1834 he was elected to the state legislature, but in 1835 his sweetheart died and in 1836 he had a nervous breakdown. In 1838 he was defeated for nomination for Congress. In 1846 he was elected to Congress but in 1848 lost the renomination. In 1849 he was rejected for a federal land appointment, and in 1854 he was defeated for the Senate. In 1856 he was defeated for the nomination of vice president, and in 1858 he was again defeated for the Senate.

Many people, both at home and abroad, consider Lincoln to be the greatest president of all time. Yet it should be remembered how many failures and defeats marked his life and how humble and unpromising his early beginnings were.

Ted Engstrom, The Pursuit of Excellence

Embracing Errors

In the 1950s and 60s, the psychologist BF Skinner advocated the adoption of "errorless learning" methods in education in the belief that errors by learners are counterproductive in result from faulty instruction. The theory of errorless learning gave rise to instructional techniques in which the learners were spoonfed new material in small bites and immediately quizzed on them while they still remained on the tongue, so speak, fresh in short-term memory and easy to spit out onto the test form. There was virtually no chance of making an error. Since those days we've come to understand that retrieval from short-term memory is an ineffective learning strategy and that errors are an integral part of striving to increase one's mastery over new material. Yet in our Western culture, where achievement is seen as an indicator of ability, many learners view errors as failure and do what they can to avoid committing them. The aversion to failure may be reinforced by instructors who labor under the belief that when learners are allowed to make errors it's the errors that they will learn.

Peter C. Brown and Henry L. Roediger III, Make It Stick: The Science of Successful Learning

The classroom of failure

You can learn more from failure than success. (Here's why that's the case).

In failure you're forced to find out what part did not work. But in success you can believe everything you did was great, when in fact some parts my not have worked at all. Failure forces you to face reality.

Fred Brooks, author of The Mythical Man-Month

When to Pivot

The common presumption is that you shift to Plan B when something isn’t working. That’s frequently the case but not always. What you’re doing now doesn’t have to be failing for it to make sense to shift. 

Reid Hoffman and Ben Casnocha, The Startup of You

How We Approach Failure

Current research suggests that we can approach failure with different mindsets, specifically a “growth mindset” or “fixed mindset”:

·   A fixed mindset holds the belief that we all possess specific skills and talents, and that no matter how much effort we apply, we can’t change that potential. Possession of a fixed mindset means any struggle or failure is attributed to one’s incapacity for growth.

·   A growth mindset holds the belief that we all have unbounded potential for growth and evolution. It makes the simple act of trying enough to move things forward. Failure is simply a pitstop where you refuel your journey and redirect your approach.

The way you interpret failure determines whether or not you keep showing up and doing the work, or whether you shut down and give up. 

It also impacts the risks and opportunities that we might take to achieve success. If you believe that there are not enough opportunities or resources out there for you, then taking a risk or making a mistake can feel like a big disappointment.

Jenny Wang writing in CNBC

Reframe the failure

Ask yourself these questions: 

1. How might you reframe this failure in light of a growth mindset?

2. In what ways are you tempted to focus on a fixed mindset for this experience?

3. Is the fixed mindset helpful in moving you toward your goals?

4. What is possible if you were to focus on how this failure has helped you?

Jenny Wang writing in CNBC

When to Quit

David Epstein (who wrote the book Range) points to research that has shown that quitting something that’s unrewarding or unfulfilling and moving on to something that’s a better fit makes people happier. For example, when the economist and Freakonomics co-author Steven Levitt conducted a study online in which participants who were considering a career change could flip a digital coin, heads for quit and tails for stay, he found that six months later, those who flipped heads and changed jobs were substantially happier. And perhaps more important, they had freed themselves up to try other things and find out what fulfilled them more than their current career. So quitting once it’s clear that the “match quality” between the person and the pursuit is bad, Epstein said, should be seen as more of a success than a failure. Seth Godin, the author of a number of career-advice books, has even endorsed making a list at the start of any endeavor of the conditions under which to quit.

Ashley Fetters writing in The Atlantic

Success may be sweeter, but failure is the better

Failure is a better teacher than success. I know of nobody who hasn’t had a string of failures before their success. What kind of people go out and the first thing out of the shoot is a success and they continue on successfully. I never met anyone like that. 

Uninterrupted success is less satisfying than success intertwined with failure.  

A University of Colorado study drew data from satellite launches and space shuttles and concluded that success may be sweeter, but failure is the better teacher. 

There’s a tendency for organizations to ignore failure or to try not to focus on it. There are vital lessons for the future overlooked in the rush to put on a brave face, to cover the disappointment. In the adult world, we are success-crazed. We tolerate diversity better but we don’t tolerate failure. There is a big social stigma attached to failure that causes people who have failed to go into denial. 

Most people have either come up the hard way or had to overcome periods of chronic self-doubt. You’ve heard the life stories: JK Rowlings’ mountain of rejection slips and Churchill was miserable in school. Could any of them have achieved the success they did if their lives had been an effortless progression from triumph to triumph.  

American physician and broadcaster Dean Edel 

The Struggle for Social Innovation

Social problem solving is not only slow, it is untidy.  Purposeful social change occurs through a long and disorderly process of trial and error not unlike that of an infant learning to walk. The infant tries, fails, has partial successes, learns, bumps its nose, cries, and tries again. It has many failures before it succeeds. This is why Harlan Cleveland says that “planning is improvisation on a sense of direction.”  No plan for social or institutional Improvement can be put into effect without innumerable in-course corrections.

John W. Gardner, On Leadership

Self-Made Failures

Occasionally, I’ve seen a man stand up and say, “I’m a self-made man.” So far I’ve never seen the guy or gal who DIDN'T make it, stand up and say, “I’m a self-made failure.” You know what they do? They point the index finger and say, “I’m not successful or happy because of my parents.” Some say, “My wife or husband doesn’t understand me.” Some blame the teacher, the preacher or the boss. Some blame everything from skin color and religious beliefs to lack of education and physical deficiencies. Some say they’re too old or too young, too fat or too slim, too tall or too short, or that they live in the wrong place.

Zig Ziglar, See You at the Top

Why organizations become stale and ineffective

Organizations are created by their founders to serve vibrant, living purposes. but all too often the founding purposes fade and what finally get served are the purposes of institutional self-enhancement. It happens in hospitals to the detriment of patients, in schools to the detriment of students, in businesses to the detriment of shareholders and customers, end in government to the detriment of taxpayers. It is rarely the result of evil intent: it happens because memes triumph over ends, form triumphs over spirit, and the turf syndrome conquers all. 

John W. Gardner, On Leadership

Avoiding Failure

When avoiding failure is a primary focus, the work isn’t just more stressful; it’s a lot harder to do. And over the long run, that mental strain takes a toll, resulting in less innovation and the experience of burnout. Ironically, allowing for mistakes to happen can elevate the quality of our performance. It’s true even within roles that don’t require creativity.

Ron Friedman, The Best Place to Work