Home > Work > Permission to Screw Up: How I Learned to Lead by Doing (Almost) Everything Wrong
1 " There is a huge difference between aspiring to be our best selves and claiming to be perfect. One is a journey of fulfillment, the other is a lie we tell ourselves and others. Good leaders know that their people will only truly thrive, not when they are pushed to be perfect, but when they are encouraged to be their natural best. "
― , Permission to Screw Up: How I Learned to Lead by Doing (Almost) Everything Wrong
2 " Good leaders know that their people will only truly thrive not when they are pushed to be perfect but when they are encouraged to be their natural best. "
3 " My dad knew that if I was to be successful, he had to push me to take responsibility. He supported me by giving me a starting point—like warning me to do my research and to spend my loan money wisely—but after that, it was up to me "
4 " Trust people with enormous responsibilities, allow room for mess-ups, then give them the chance to fix their mistakes so they can learn from them. "
5 " Giving people room to make mistakes doesn’t mean excusing bad behavior, ignoring poor decisions, or avoiding the feedback they need to hear to be better. Teaching people to problem-solve on their own is important, but so is helping them grow from their mistakes. If they don’t realize they’re doing something wrong to begin with, someone has to tell them. "
6 " I don’t know where the future will take me, but one thing I do know (for sure) is this: Wherever I go, I’ll be screwing up left and right, and every step of the way, there will be people screwing up right along with me. As we go, we will continue to learn, grow, and build better companies together. "
7 " Managers...give orders, not ownership. Leaders, on the other hand, ask themselves, "How do I get this person to do what I want them to do and make sure they feel good about doing it? "
