The Power of Mistakes: Lessons from the Trenches

Posted by admin on 09.03.2025, 10:04 315 0

Part 1: Admit Your Mistakes

It’s a well-known fact of politics that it’s not the original mistake or “error of judgement” that will get you, but the lie about it. Arguably, it was the lying about Covid parties rather than the gatherings themselves that got Boris Johnson in the end… But the same goes for any workplace. People make mistakes, sometimes serious ones – we all do – but for the most part, admitting to a mistake quickly, owning it and seeking to put it right is the best policy. But sometimes, individuals deny, obfuscate or cover up their mistake and occasionally, they get away with it. However, in my experience, it’s a risky strategy because if discovered, you damage or even destroy, trust. This is not just important at the human level; trust is recognised in law as the foundation of every employment relationship.

If you – as an employee, manager or leader – are less than truthful or transparent about a serious mistake, this might be the storm that sinks your ship. That is how a mistake becomes serious misconduct and can justify dismissal.

Lessons from the Trenches
It is often a sign of a healthy organisation if people feel able to admit to mistakes but without a sense of psychological safety, is unlikely to happen. Building this culture is critical – particularly in regulated sectors such as law and financial services firms - their regulatory obligations require them to act with integrity and put clients’ interests first.

“As a manager, it would make me far more nervous reporting in zero mistakes or breaches in a quarter than a reasonable amount. Even with solid systems and processes, 100% perfection month after month isn’t realistic. So, I consistently remind my team that we’re all human and it’s far easier dealing with a mistake as soon as we know about it than trying to put it right later and potentially have to self-report to the SRA…” (Compliance Partner, Law Firm).

Whilst not easy to do, admitting to a mistake creates a more positive and active mindset because it focuses individuals on putting things right. Yes, there are likely to be consequences but often, it is professional embarrassment more than anything. What surprises people is how often admitting to a mistake actually builds trust and confidence rather than damages it.

People want to work with honest and straight people and, as a rule, recognise and accept that we all operate within limitations. And if that isn’t persuasive enough, consider the advice of Andrew Mason, cofounder of Groupon: “"Admit your errors before someone else exaggerates them"!

Creating a Culture of Trust
How then can organisations create a culture where admitting mistakes is not only tolerated but encouraged?

Leaders must lead by example: share stories of your own professional missteps and how you resolved them. Vulnerability fosters connection and trust.
Encourage open dialogue: make time for questions from colleagues at the start of a project or piece of work and throughout.This prevents misunderstandings and minimises the risk of errors.

Building trust through these practices not only mitigates risks but strengthens team cohesion.

In Part 2, we’ll look at how an organisation’s approach to mistakes can consolidate or undermine employee engagement.