Why leaders must eliminate negative consequences of failure at the workplace 

In this article we will address these questions:

1. Are people afraid of failing, or the consequences of it? 

2. What consequences do they fear?

3. Who creates these consequences? are the consequences always real?

4. What happens when fear is driven out of people at the workplace?

5. What is a Leaders role in driving out fear?

6. What fear is good fear, what is unhealthy?

7. How does it transform an employee?

Failure or Consequences of Failure?

When a 7-year-old child climbs a tree, what keeps the child excited? It's the thrill of the climb! The child's mind is filled with the exhilaration of reaching higher and higher, each new spot a victory, each ascent a thrilling adventure. But for a protective parent watching from below, the thrill is shadowed by worry. As the child climbs higher without any safety gear, the parent's mind races with possibilities: a slip leading to a bruised knee, a fall resulting in a broken arm, or even worse, a severe injury. The parent’s reaction is driven not merely by the fear of falling, but by the fear of the worst possible consequence of falling. It's this terrifying potential outcome that triggers the protective instincts and heightens the parent's anxiety.

Now, consider a young, inexperienced professional tasked with delivering a critical presentation in front of senior colleagues and a large audience the next morning. Imagine the turmoil in the mind of an introverted, untrained speaker facing this daunting challenge. Even seasoned professionals fear public speaking, so the anxiety for this novice can be overwhelming. The mind conjures vivid, unsettling images of onstage blunders and mishaps resulting in a disappointed boss, colleagues giggling, a glaring loss of reputation, a sharp decline in respect, and the dreaded loss of future opportunities. It's these distressing visions—of being ridiculed, of tarnishing one's professional image—that profoundly influence the young professional's performance and preparation. The fear of these potential consequences, much like the parent's fear for their child, can paralyze or propel the individual towards greater diligence and practice or in the worst case, cause them to withdraw from the opportunity altogether.

Often, the fear of failure is tied more to the potential negative outcomes that follow a failure rather than the failure itself. People worry about how their failure will be perceived and the impact it might have on their career, reputation, and relationships at work.

What consequences does one fear at workplace?

Let’s look at varied situations where an employee acts without fear. For e.g.

·       Speaking up and debating with an authoritarian boss

·       Saying ‘No’ to an important stakeholder

·       Presenting an improvised report in a critical meeting without a prior approval

While there are few who wouldn’t really fear any of the above situations, what kind of consequences will people normally fear?

·       Fear of losing a good standing

·       Fear of an escalation

·       Fear of getting into a conflict and stress

·       Fear of unfair performance review

·       Fear of losing opportunities

·       Fear of being targeted thereafter.

Who creates these consequences? are the consequences always real?

While many a times these are imagined, these could also be fairly real estimations. These consequences are rooted in some of the following:

Intrinsic:

·       Perceived consequences and false mental narratives

·       Internal negative talk

·       Self-imposed pressure

Extrinsic:

·       Organization culture

·       Controlling nature leaders or managers

·       Biased and egoistic individuals

·       Concocted or exaggerated narratives

What happens when fear is driven out of people at the workplace?

·       Increased innovation: Employees are more likely to take creative risks and come up with innovative solutions.

·       Higher engagement: Workers feel more committed and engaged, leading to improved morale and job satisfaction.

·       Better problem-solving: Teams collaborate more effectively, learning from mistakes and improving processes.

·       Enhanced performance: Reduced fear of failure can lead to higher productivity and better overall performance.

·       Employee retention: A positive, supportive environment increases employee loyalty and reduces turnover.

• Lead by example: Share their own experiences with failure and how they learned from them. Show vulnerability and approachability.

• Recognize effort: Acknowledge and reward efforts, innovation, and risk-taking, even if the outcomes are not always successful but the right spirit was demonstrated.

• Encourage collaboration: Create a collaborative environment where team members support each other creatively challenging the status quo and learn together.

What fear is good fear, what is unhealthy?

·       Good fear: Healthy fear can include respect for deadlines, quality standards, and accountability. This type of fear drives responsibility, diligence, and attention to detail.

·       Unhealthy fear: Fear that stifles creativity, discourages risk-taking, and leads to stress or anxiety is detrimental. This fear can cause employees to avoid challenges, hide mistakes, and disengage from their work eventually parting ways.

How does it transform an employee?

Employees feel empowered to laugh, rather than feel dejected or bitter at failures, take accountability, and view setbacks as learning opportunities.

·       This empowerment fosters a culture of resilience and emotional intelligence.

·       Employees mature faster, both personally and professionally.

·       They develop the ability to think more broadly and creatively.

·       This mindset contributes to a more innovative and resilient workplace culture.

What fear is good fear, what is unhealthy?

·       Good fear: Healthy fear can include respect for deadlines, quality standards, and accountability. This type of fear drives responsibility, diligence, and attention to detail.

·       Unhealthy fear: Fear that stifles creativity, discourages risk-taking, and leads to stress or anxiety is detrimental. This fear can cause employees to avoid challenges, hide mistakes, and disengage from their work eventually parting ways.

Understanding the difference between the fear of failure and the fear of its consequences is crucial in any professional setting. When leaders can identify and mitigate the fears that paralyze their teams, they unlock a powerful potential for innovation, engagement, and excellence. By fostering an environment where failure is seen as a stepping stone rather than a pitfall, organizations can drive their employees towards greater heights, much like the child who climbs higher and higher, not in fear, but in the thrill of the ascent.

EMPOWER!