Failure

Willing to Fail
Credit

‘Tis the season to receive glowing reports of the numerous successes in the social sector.  The End-of-the-Year Appeal letters go to great lengths to define the impact of the cause.  Online video cards arrive in our email inbox with emotional recounting of the organization’s highlights.  It is all about feel good and reconnecting to the best an enterprise has to offer.


 Why do so few causes acknowledge the failures and the lessons learned?  Is there a fear of being authentic?  Is the appeal being sent to those who are less than committed and may want off the cruise at the first sense that the ship sailed into a storm?  Why not talk about the ‘oops’ moments.  If you are an in athletics many a failure is catalogued in real-time and the competitor is asked to explain the event immediately after the competition.  These incidents are not to be avoided.  In my experience the social sector prefers to run the highlight real constantly.  We are taught that it is our elevator pitch.  It is easy and everyone feels good.  But I wonder why we are not willing to standout and share the real story of the organization’s year.  Tell the story of the summits reached and the journey in the valley of disorientation.  As always, Seth Godin has masterfully defined the difference between a failure and mistake .  His definition provides a powerful template for future communications.  I wish you much success is telling your enterprises real story.

Relapses and Failures

Consequences for one’s actions.  It is a mantra of many youth organizations (and parents).  I recently learned of a gang-intervention program in Boston, Massachusetts.  The organization, Roca has an intriguing philosophy.

Roca has taken Prochaska’s stages of change and adapted them for a very high-risk youth development model…As change is not easy for any of us, relapse is often part of the process and can happen at any point in the stages of change. Relapses can be painful, embarrassing, demoralizing; can make change seem impossible; or provide a (weak) justification for not changing. However, they are also the times where a great deal of incredible learning can take place and work can be done.

Allowing for failure and relapses is a powerful value.  This is not a three strikes and you are out program.  If there was no support for those that failed the gangs succeed in recruiting the most vulnerable youth and the mission is unachievable.

Does your enterprise tolerate failure?  Could supporting those who relapse be part of your organization’s competitive advantage?  Many rags to riches narratives are filled with chapters of failure prior to finding motivation and great success.  Could your cause be uniquely positioned to support those who relapse?