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Risk Taking And Learning From Failure Essays

To achieve the greatest success, you have to embrace the prospect of failure.

The sweetest victory is the one that’s most difficult. The one that requires you to reach down deep inside, to fight with everything you’ve got, to be willing to leave everything out there on the battlefield—without knowing, until that do-or-die moment, if your heroic effort will be enough. Society doesn’t reward defeat, and you won’t find many failures documented in history books.

The exceptions are those failures that become steppingstones to later success. Such is the case with Thomas Edison, whose most memorable invention was the light bulb, which purportedly took him 1,000 tries before he developed a successful prototype. “How did it feel to fail 1,000 times?” a reporter asked. “I didn’t fail 1,000 times,” Edison responded. “The light bulb was an invention with 1,000 steps.”

Unlike Edison, many of us avoid the prospect of failure. In fact, we’re so focused on not failing that we don’t aim for success, settling instead for a life of mediocrity. When we do make missteps, we gloss over them, selectively editing out the miscalculations or mistakes in our life’s résumé. “Failure is not an option,” NASA flight controller Jerry C. Bostick reportedly stated during the mission to bring the damaged Apollo 13 back to Earth, and that phrase has been etched into the collective memory ever since. To many in our success-driven society, failure isn’t just considered a non-option—it’s deemed a deficiency, says Kathryn Schulz, author of Being Wrong: Adventures in the Margin of Error. “Of all the things we are wrong about, this idea of error might well top the list,” Schulz says. “It is our meta-mistake: We are wrong about what it means to be wrong. Far from being a sign of intellectual inferiority, the capacity to err is crucial to human cognition.”

Related:10 Things Successful People Never Do Again

Failure Is Life’s Greatest Teacher

When we take a closer look at the great thinkers throughout history, a willingness to take on failure isn’t a new or extraordinary thought at all. From the likes of Augustine, Darwin and Freud to the business mavericks and sports legends of today, failure is as powerful a tool as any in reaching great success. “Failure and defeat are life’s greatest teachers [but] sadly, most people, and particularly conservative corporate cultures, don’t want to go there,” says Ralph Heath, managing partner of Synergy Leadership Group and author of Celebrating Failure: The Power of Taking Risks, Making Mistakes and Thinking Big. “Instead they choose to play it safe, to fly below the radar, repeating the same safe choices over and over again. They operate under the belief that if they make no waves, they attract no attention; no one will yell at them for failing because they generally never attempt anything great at which they could possibly fail (or succeed).”

However, in today’s post-recession economy, some employers are no longer shying away from failure—they’re embracing it. According to a recent article in BusinessWeek, many companies are deliberately seeking out those with track records reflecting both failure and success, believing that those who have been in the trenches, survived battle and come out on the other side have irreplaceable experience and perseverance.

“The quickest road to success is to possess an attitude toward failure of ‘no fear.’ ”

They’re veterans of failure. The prevailing school of thought in progressive companies—such as Intuit, General Electric, Corning and Virgin Atlantic—is that great success depends on great risk, and failure is simply a common byproduct. Executives of such organizations don’t mourn their mistakes but instead parlay them into future gains. “The quickest road to success is to possess an attitude toward failure of ‘no fear,’ ” says Heath. “To do their work well, to be successful and to keep their companies competitive, leaders and workers on the front lines need to stick their necks out a mile every day.

They have to deliver risky, edgy, breakthrough ideas, plans, presentations, advice, technology, products, leadership, bills and more. And they have to deliver all this fearlessly—without any fear whatsoever of failure, rejection or punishment.”

Reaching Your Potential

The same holds true for personal quests, whether in overcoming some specific challenge or reaching your full potential in all aspects of life. To achieve your personal best, to reach unparalleled heights, to make the impossible possible, you can’t fear failure, you must think big, and you have to push yourself. When we think of people with this mindset, we imagine the daredevils, the pioneers, the inventors, the explorers: They embrace failure as a necessary step to unprecedented success. But you don’t have to walk a tightrope, climb Mount Everest or cure polio to employ this mindset in your own life.

When the rewards of success are great, embracing possible failure is key to taking on a variety of challenges, whether you’re reinventing yourself by starting a new business or allowing yourself to trust another person to build a deeper relationship. “To achieve any worthy goal, you must take risks,” says writer and speaker John C. Maxwell. In his book Failing Forward: Turning Mistakes into Stepping Stones for Success, he points to the example of legendary aviator Amelia Earhart, who set several records and achieved many firsts in her lifetime, including being the first female pilot to fly solo over the Atlantic Ocean.

Although her final flight proved fateful, Maxwell believes she knew the risk—and that the potential reward was worth it. “[Earhart’s] advice when it came to risk was simple and direct: ‘Decide whether or not the goal is worth the risks involved. If it is, stop worrying.’ ” Of course, the risks you take should be calculated; you shouldn’t fly blindly into the night and simply hope for the best. Achieving the goal or at least waging a heroic effort requires preparation, practice and some awareness of your skills and talents.

Easing Into a Fearless Mindset

“One of the biggest secrets to success is operating inside your strength zone but outside of your comfort zone.”

“One of the biggest secrets to success is operating inside your strength zone but outside of your comfort zone,” Heath says. Although you might fail incredibly, you might succeed incredibly—and that’s why incredible risk and courage are requisite. Either way, you’ll learn more than ever about your strengths, talents and resolve, and you’ll strengthen your will for the next challenge. If this sounds like dangerous territory, it can be. But there are ways to ease into this fearless mindset.

Related:21 Quotes About Failing Fearlessly

Maintain a Positive Attitude

The first is to consciouslya mintain a positive attitude so that, no matter what you encounter, you’ll be able to see the lessons of the experience and continue to push forward. “It’s true that not everyone is positive by nature,” says Maxwell, who cites his father as someone who would describe himself as a negative person by nature. “Here’s how my dad changed his attitude. First he made a choice: He continually chooses to have a positive attitude.

Reading and Listening to Motivational Material

Second, he’s continually reading and listening to materials that bolster that attitude. For example, he’s read The Power of Positive Thinking many times. I didn’t get it at first, so once I asked him why. His response: ‘Son, I need to keep filling the tank so I can stay positive.’ ” Heath recommends studying the failures and subsequent reactions of successful people and, within a business context, repeating such histories for others. “Reward them and applaud their efforts in front of the entire organization so everyone understands it is OK to fail.

So employees say to themselves, ‘I see that Bill, the vice president of widgets, who the president adores, failed, and he is not only back at work, but he is driving a hot new sports car. I can fail and come to work the next day. Bill is proof of it.’ ” Finally, Heath stays motivated by the thought that, “if I become complacent and don’t take risks, someone will notice what I am doing and improve upon my efforts over time, and put me out of work. You’ve got to keep finding better ways to run your life, or someone will take what you’ve accomplished, improve upon it, and be very pleased with the results. Keep moving forward or die.”  

Related:Fail Often and Fast

Seth Godin: ‘I’ve Failed Way More Times Than I’ve Succeeded’

Editor’s note: This post was originally published in September 2010 and has been updated for freshness, accuracy and comprehensiveness.

Boards are often risk-averse, understandably wanting to assure that the financial resources they are charged with disbursing are used wisely. Due diligence can verge into conservatism. Yet the RBF board has more often exercised caution in the service of prudent, well-calculated risk-taking, rather than as a means to avoid risk altogether. The trustees have provided vision and leadership, for example supporting civil rights organizations in the United States in the early 1960s, or engaging the Fund in South Africa in the 1980s, when the apartheid regime remained oppressive and potentially dangerous to grantees. More recently, beginning in 2002, the Fund initiated and co-sponsored a U.S.-Iran track II dialogue that ultimately contributed to the 2015 Iran Nuclear Agreement but, at its start, had no guarantee (and perhaps even little chance) of success.

Perhaps the most painful way to fail is the attempt to change a paradigm. Changing a paradigm is very difficult. External factors make a considerable difference: the intended audience has to be able to hear the message, and it has to be receptive to the message. Timing is essential. Changing a paradigm is an especially painful way to fail because when it doesn’t work, there are few residual positives left in its wake. It cuts right to the heart of a foundation’s perception of its own identity, as no one tries to change paradigms in which they aren’t morally and ideologically invested. The RBF has had several difficult encounters with this type of risk and failure. The Project on World Security (PWS), launched in the 1990s, attempted to change common understandings of the very concept of “security” by expanding it beyond military and foreign policy connotations to include food security, resource security, and other complex forms. Other institutions working globally on the issue simply were not as receptive to the effort as the Fund had anticipated. The project produced several significant reports, and to some degree informed the Fund’s renowned 2003 publication The US in the World. Yet PWS never really achieved the wholesale redefinition of concept for which it had aimed.

Similarly, in 2013, the RBF launched the National Purpose Initiative (NPI), hoping to re-engage the American public with democratic processes. However, NPI assumed that technology would bridge the gap between elite influence and grassroots participation, as the Fund desired to move beyond outdated approaches that relied upon top-down projects. NPI ultimately failed for two reasons: 1) to apply it at scale would have required millions of dollars in funding and it was clear the funding community did not have the appetite for this; and 2) the Fund’s research showed that Americans, while hungry for the sort of conversation the RBF wished to foster, were not prepared to devote time and energy to it unless they could have confidence it would produce tangible change in national politics. In 2014, the Fund retooled NPI into the Pluribus Project, which continues its operations today, albeit with more circumscribed aims. This promises to be in many ways a successful pivot, although it remains too early to say. But, like PWS before it, the Pluribus Project also represents a reduction in expectations and scope, and thereby underscores a point about the risks of thinking big. Sometimes big thinking produces big results, but when it doesn’t, a foundation must consider whether smaller efforts can produce adequately meaningful results.