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When discussing mistakes, it's common to hear terms like “stupid mistake” or “dumb mistake” thrown around, especially when reflecting on our own errors.

However, labeling mistakes in this way is unproductive.

In The Mistakes That Make Us, one of the key ideas is that we shouldn't label mistakes as “stupid” or “dumb.” Mistakes are a natural part of the human experience, and even the smartest, most capable people make them.

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“I am never, ever wrong.”

That's a statement that should disqualify an applicant from ANY leadership position.
True leadership isn't about projecting infallibility–it's about fostering a culture where mistakes are seen as opportunities for learning and growth.
Leaders who claim they're never wrong create an environment where fear of failure stifles innovation, and team members are less likely to speak up or challenge ideas. This is the opposite of what effective leadership requires.

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Today, I want to share a section from my book, The Mistakes That Make Us. I'm sharing an excerpt here in this post, and I'm also making it available as a podcast episode using an excerpt from the audiobook version.

In this book, I explore how mistakes can actually be one of the best ways we learn and grow—whether it’s in business or life in general.

The excerpt I’m about to share is from Chapter Three, where I talk about the importance of kindness. Often, we think that being "nice" is enough, but real kindness goes deeper. It’s not just about being pleasant or avoiding conflict; it’s about helping others—and ourselves—grow and improve through constructive action.

In this chapter, I also touch on self-kindness, especially after making mistakes. We tend to be our own harshest critics, but kindness towards ourselves is crucial if we want to learn and move forward.

If you find this excerpt helpful, I encourage you to check out the rest of the book, The Mistakes That Make Us (including this free sample offer). It’s packed with stories and lessons on how embracing mistakes can lead to greater success. So, let’s get into the reading.

I've blogged about this before, but I'm going back to the problems at Starbucks again with today's post.

Starbucks has a new CEO who is talking about how the coffee shop experience is broken. Many aspects of the Starbucks mobile ordering process are broken. Well, the ordering process is fine... it's the fulfillment process that needs improving.

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In many organizations, moving away from a culture of punishment when mistakes are made is a significant leap forward. It signals a shift toward understanding, systems thinking, and improvement.

But once you've made that change, what's next? Do we need to replace punitive approaches with something better? If so, what? How do you ensure that your new approach leads to meaningful learning and continuous improvement?

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A friend of mine–with a long history of Lean and Toyota Production System knowledge practice–recently shared a troubling story about a relative who works at a manufacturing plant. I'll call this factory team member “Guy.”

Call me cynical, if you must, but I totally believe this story, so I'm sharing it here. And my friend has zero reason to make this up.

Guy's factory has a bonus system in place that's supposed to reward employees for hitting key performance targets each month. That might sound like a good idea on the surface, but here's where it gets dysfunctional:

If there are any reported injuries, the entire bonus goes unpaid for the month.

I've shared this story verbally with a few people, and they always start smirking or chuckling. They know the answer to this question:

What could possibly go wrong?

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I've been writing about learning from mistakes for a long time, including my previous books before my latest, The Mistakes That Make Us. This idea isn't new, but it's essential–especially in fields like healthcare, where the stakes are incredibly high.

From Lean Hospitals:

“Mistakes are a reality in healthcare, and while we strive to prevent them, it's crucial to create an environment where they are identified quickly, addressed effectively, and used as opportunities for learning and improvement.”

From The Executive Guide to Healthcare Kaizen:

“Leadership in a Kaizen culture means creating an environment where mistakes are seen as opportunities to learn, not as failures.”

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In writing The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation, I wanted to challenge the way we think about mistakes, leadership, and organizational culture.

Throughout my career, I've seen firsthand how the traditional responses to mistakes–punishment, fear, and blame–can stifle growth and innovation. The ideas I present in the book are meant to provoke thought and, in some cases, to stir debate.

Here in this post, I'd like to share and dig into five of the most controversial quotes and concepts from the book, explaining why they're important and how they can transform the way we work.