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Capture the Learning from Hardships and Failure

HARDSHIPS ARE developmental experiences that are not planned for. In fact, they are, quite often, not pleasant for the individual experiencing the hardship. Regarding hardships, Russ Moxley of the Center for Creative Leadership suggests, “Hardships are important to the development of well-rounded leaders. Learning is not random. Specific experiences teach specific lessons, and hardships offer lessons not attainable elsewhere.”²⁵

The Center for Creative Leadership has identified five types of organizationally related hardships and the lessons each may teach an individual. These include: business mistakes and failures, career setbacks, personal trauma, problem employees, and downsizing.²⁶ It is possible that individuals may experience one or all of these hardships and never learn from them. Although not an exhaustive list, three elements may help your team members learn and grow from hardships. These include critical reflection, supportive environment/relationships, and flexibility. Understanding why the hardship has happened and what is needed to move on are components of critical reflection in this context. Supportive relationships can help individuals better understand and make meaning of the hardships they endured. A strong network of friends and family can help them pick up the pieces and reflect on the events that led to the hardship. In addition, a support network can help keep the hardship in perspective. And finally, flexibility is needed to help individuals use a wide array of internal and external resources to react appropriately and effectively.

People are confronted with work-related hardships every day. Our point is that this concept needs to be a part of the collective conversation of leadership development so that learning moments associated with these events can be captured and capitalized upon. Knowing that you and the people around you face hardships better helps you and your team plan for them in your department or organization. No one can predict a tornado, but when one comes, it is best to be prepared.

So set up an environment where people feel comfortable sharing selected hardships. There’s a twofold purpose for this. It is often cathartic in the sense that when people talk about an issue publicly there’s a greater probability that they will work through it more quickly than had they said nothing. Second, we have discovered that, by sharing hardships with others, there is greater realization that one is not alone in the process. Others may have been through similar circumstances. This can prompt an invaluable discussion on ways to deal with the hardship—probably the most important dimension of the process.

In the book Breaking the Code of Silence, the authors found that the most successful leaders have addressed their devastating errors first by talking about them and then having a specific recovery plan for any of the seven common mistakes a leader has made.²⁷ The fact that the leaders talked about these serious blunders in such an intense and open way was validated by the fact that 100 percent of the leaders the authors interviewed gave them permission to use their quotes in the book. Yes, 100 percent. So, it may go without saying—but we would like to emphasize this outstanding method of developing the leadership capacity of others—establish an environment in which discussion of hardships is encouraged and follow with potential ways to deal with them.

The point is to model this for others and encourage others to follow suit. When leaders walk their talk, others are likely to do the same. So, when leaders learn from hardships, share their experiences with others, and coach others through these experiences, true leadership capacity is developed.