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Hi, it's Michael and welcome to this week's useletter.
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It's the newsletter that's useful. Focussing on your future not my past.
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Admitting failure is never easy.
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If the idea of a business is to make profit, Unmeasured has failed multiple times to date.
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But I am constantly trying to learn from failure and make something better.
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Making something architects want, need and are willing to pay for.
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You have to be willing to fail, in order to succeed.
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I’ve got a new kit of parts professional development workshop series for architects.
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I might just have learnt enough from my previous failures to be close enough to dodge it this time. And I know there will be minor failures along the way regardless.
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I’m just setting up the retort stands and firing up the bunsen burners.
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You’ll be among the first to hear more.
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In the meantime, here’s some things I’ve learnt along the way about failure!
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PS: The best place to hear more about my new kit of parts professional development workshops is in my Updates & Events emails. Make sure you're subscribed HERE.
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Points of failure
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Every time I fail a new experiment is born. That’s part of the work.
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→ Review the failure to understand why.
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→ Come up with new hypothesis, strategy, concept, etc.
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→ Build a new experiment.
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→ And repeat, until success. If it’s a partial success, repeat to refine.
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It’s scientific methodology.
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It’s like working on butter paper. You keep sketching and iterating until you’ve got something that’s working. And sometimes you never get there and you need to start again. But you always learn a lot along the way. That’s one of the reasons you can spend a day failing to resolve a design problem, only for the solution to fall out simply the next day.
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Two key points from my admission of failure above…
If we’re to look to build on our failures, to learn and grown from them. To iterate, improve on what’s gone before, and to do better. We don’t rule a line under a failure, we identify the next step. That failure is learning we can utilise in our next step.
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By admitting it’s your fault (when it’s your fault) you can address the failure. If you blame the failure on someone or something else (when it’s your fault), you’re not addressing the failure. When you identify failure as external you’re absolving yourself and putting yourself in a position where you’re less able to address the failure.
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Every time I build something and it fails, I get curious.
Why did it fail and what would I do differently?
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And a little something you might have heard before…
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You probably won’t avoid failure.
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The only way you can avoid failure is by not trying anything.
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And it’s possible to get caught up spending all your time caught up in reducing the potential for failure, and no time learning what might succeed.
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Fail often and you’ll learn more.
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PS: Whenever you’re ready,
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Workshops to elevate your leadership
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Master a more creative model of leadership.
Build a more adaptable and efficient practice.
Unleash the collective energy, passion, and capabilities of your people
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Free 45 minute leadership clarity consultation
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recent useful blog posts...
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The best leaders don’t hold a lollipop. They’re not controllers. They don’t wield power. And they know there are more than two options.
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Questions to uncover the roadblocks in your practice and establish strategies to help get around them, so that you go further faster.
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After umpteen interviews and a large survey*, it’s apparent that the architecture profession is confronted by a tsunami of challenges.
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“Don't just teach your children how to be successful, teach them how to respond when they are not successful, teach them how to handle failures and learn from their mistakes.”
- Richard Feynman
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