Here's how you can rebuild your reputation as an executive manager after a failure.

Resilience is called for following failure. Name one leader who hasn't failed...often. He/she has survived and persisted...demonstrating resilience. Refusal to give up is not in their vocabulary...it's a sign of determination, to be admired. Of course they admit and take responsibility for flopping. It is nothing to be ashamed of...they learn from their misses and will not repeat mistakes. The Leader is like AI, I intelligence amplified, misfired, analyzed - and solutions become intuitive - just like AI. Be a hero - never give up.

Estimo que es muy importante que los líderes al darse cuenta de que han cometido errores, sean muy claros y transparentes para asumir el error, más aun si es propio y no traspasarlo a sus equipos, evitando las consecuencias que pudiesen traer. Asumir los errores es un sinónimo de Altura de Miras.

Trust = Respect. As a leader, gaining respect from your team and more so from stakeholders is a critical success to the company you manage. Be accountable to your decision and your team, that is the chain of command. Failure happens, but what is more important is how to recover from that. Honesty is transparency, and no one is perfect or 'know it all' despite being an expert with years of experience. Business evolves, so you must adapt to the changing and challenging times. End of the day, integrity goes with your name wherever you go. Lead by example and the team will listen and follow you.

Uno de mis principales temores en el pasado era enfrentar clientes con alguna inconformidad, o gestionar un siniestro con alto riesgo de rechazo por parte de la aseguradora. Y descubrí que la parte más difícil era únicamente al enfrentarse a lo desconocido; cada situación es nueva y "la práctica hace al maestro". El trabajo del ejecutivo es 'ejecutar', sin embargo, no sólo siguiendo instrucciones sino que también es responsable de tomar decisiones pensando por sí mismo y alineado a los intereses de su organización; y aquí es donde está su verdadero valor. No obstante, para tomar decisiones también hay que correr el riesgo de equivocarse, y más importante aún, la prontitud en la que se acepta un error facilita la fluidez de la situación.

Personal reflections provide valuable insights into what went wrong and why. This process achieves the following: 1. It encourages self-awareness, allowing the executive to recognize their own strengths and weaknesses. 2. It fosters resilience and adaptability, essential traits for future challenges. 3. Additionally, it aids in identifying actionable steps for improvement and avoiding similar mistakes. Ultimately, personal reflections can turn a negative experience into a powerful learning opportunity, contributing to long-term growth and success.

Learn from the Failure:Analyze what went wrong and identify the root causes. Use this experience as a learning opportunity to improve your skills and decision-making process.

Frecuentemente, somos demasiado duros con nosotros mismos después de cometer un error; y además, la realidad es que la mayoría de los errores son sobredimensionados. Eso no quiere decir que dejemos la mejora continua de lado. Al contrario, considero que debemos enfocarnos más en la conciencia de ser mejores que estancarnos en el error, dándole vueltas una y otra vez. No solo por ser cada vez más capaces, sino también por salud mental. La resiliencia y la tolerancia a la frustración también aumentan siendo menos duros con uno mismo, y más con "auto-palmaditas" de ánimo.

Reflection is key to analyze mistake. Use self-aware and emotional intelligence to decipher the causes behind failure. Open to taking responsibility and holding oneself to be accountable helps to boost character and credibility, paving off in the long run.

I don't think open communication to the general stakeholders is necessary. Owning one's mistake to the team and taking steps to reflect is great. However bringing everyone into the recovery process could have unintended consequences as every of your steps could be judged against the standards you've set and slight deviations over magnified. You should communicate to a coach or a trusted friend and have them keep you accountable.

Communicating openly after a failure is crucial for fostering trust and transparency within the team. It allows the executive to acknowledge the issue, take responsibility, and share lessons learned, which can help the team move forward together. However, it's important to avoid blaming others, which can damage relationships and morale. Another pitfall to avoid is being overly critical of oneself or the team, as this can hinder motivation and confidence. Instead, focus on constructive feedback and solutions to encourage a positive, growth-oriented environment.

En cualquier obra de teatro como en cualquier discurso, hay errores que sólo los detectaron los que conocían el guión. No estoy de acuerdo en abrir totalmente la comunicación sino más bien dar la tranquilidad a los involucrados cuando la situación está bajo control; y asumir los errores con responsabilidad buscando contener hasta donde sea posible los daños ocasionados. Son indispensables el seguimiento, la comunicación constante, las retroalimentaciones, el apego a la ética, y otros factores que buscan reducir la incertidumbre y aumentar el enfoque en la rendición de cuentas y resultados. No obstante, creo que "la magia del Cómo" se puede reservar y enaltecer el resultado y la velocidad de respuesta.

Take responsibility of actions. Thing break, things fail. Often its wrong judgement resulting from insufficient evidence or biased judgement leading to failure. Best it to clarify decision making that failed, conduct analyses of it, present a solution to fix and move on. Make sure to get buy-in of all stakeholders.

Failure is part of success. If you practice inclusive leadership, even when you accept responsibility for the failure, the entire team will stand with you because the decision was agreed together. Do not let failure drag you back. Evaluate your procedure, check for areas of improvement and keep pushing.

In my field, I think it is importance to note that the process is, often times, more important than the outcome. Learn from the process toward a different outcome. For instance, I’ve learned that in education, it not that a certain intervention is not working but rather the implementation that went sideways. Taking steps to look back, debrief with team members, and key stakeholders is critical to understanding what is needed to be adjusted. Most importantly, as senior managers we are responsible for modeling resiliency. It is okay to fail as long as we grow from it. This is how we learn to be innovative & courageous.