One of my most bewildering experiences as a growing manager came when my supervisor would discuss a long-term objective that I and my team had failed to deliver. On several occasions, I would hear different bosses say, “I bear some fault here. That goal may have been unreachable, given the circumstances.”
But did that mean they had made mistakes? Did that mean they should have done something different?
Honestly, I don’t think it always means that.
When you’re leading leaders, removing the possibility of failure for them inhibits their growth. On the other hand, an objective that feels just on the edge of impossibility can become one of the most motivating, fulfilling, and rewarding endeavors of their career.
If they fail to achieve the stated goals, then yes, you do bear some responsibility for that failure. Your direct report’s failure is your failure, too. But that doesn’t mean it was a mistake.
Part of avoiding promotion remorse when you begin to lead leaders is learning to accept and even embrace non-fatal failures, and to allow them in the people who report to you.
If you’d like to explore more about avoiding promotion remorse, let’s talk. Visit stevedwire.com/talk to start the conversation.
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