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纷纷红紫已成尘·布谷声中夏令新

山西财院78jitong 19781017--19820715

 
 
 

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78jitong.......................................................... 高三李五七弓长,三赵九刘七大王,阎吴谢孙崔氏双,柴米余侯箩万堂, 毛邓陈宋任申杭,曾肖徐翁程董梁,储曲祁解韦国强,男女七十学跟党。

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2017年3月22日  

2017-03-22 08:47:44|  分类: 默认分类 |  标签: |举报 |字号 订阅

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2017年3月22日 - 78jitong - 春天在哪里......

Failure is only failure if we fail to learn from it

It’s a polarizing word, isn’t it? For many of us, failure is something we try to avoid at all costs. We take the safe route with the belief that if we try something and it doesn’t work, we’ve wasted our time. We’ve failed.

Societal norms have certainly promoted this perspective of failure, which starts early with school report cards, and transitions into the workplace where performance reviews, peer evaluation, and manager approval are all on the line.

But what if we turned the negative concept of failure into something positive?

At Microsoft, we subscribe to a concept called Growth Mindset, which teaches that knowledge and progress reside in every experience, and a failure is not a failure unless we fail to learn from it. Growth Mindset is a concept pioneered by Dr. Carol Dweck (Stanford) in her book, Mindset, and has become a catalyzing influence for our evolving culture at Microsoft. (Recently, I co-authored an article with Dr. Dweck that focused on Microsoft’s journey toward growth mindset. You can read it in the Harvard Business Review.)

Moving from a Fixed Mindset to a Growth Mindset – A personal story

A couple of years ago, our CEO, Satya Nadella, asked me if I’d consider assuming the role of our Chief People Officer. I was excited about the prospect, and felt confident about applying my technical and business background, but I was a little apprehensive and questioned my lack of experience as an HR professional. That internal questioning was the opposite of a Growth Mindset—also known as a Fixed Mindset. I was focusing on the anxiety that comes with not knowing everything on day one. But then I thought, why not? If I worked hard, embraced the challenge, and set out to learn from my team and peers in the industry, perhaps I could succeed.

And boy did I have a lot to learn!

Within my first few weeks on the job, I had to share a significant problem with my new boss. I started the conversation with an apology, and rather than responding with a question about “Who is responsible?” or “How did we let this happen?” his reply was, “Did you and the team learn from the experience? What will you change going forward?” Satya’s response allowed me to take a learning-first approach that was liberating to the team. Instead of shutting them down and driving self-preservation, their minds were unlocked and they were inspired to innovate and find that better solution.

That experience reassured me that yes, we may fail, but if we learn from our failures, we’ve succeeded in moving closer to our goals and mastering challenges. It also reminded me that asking the right questions in these moments can make or break team spirit and performance.

Taking risks; reaping rewards

Along with a belief that there’s serious value in learning and that mistakes bring us closer to the next win, having a growth mindset calls for support and reward for taking risk. Great concept, but how can it be implemented broadly across a corporate environment where management and shareholder expectations are on the line? Where is the balance between risk and accountability and how do you know how much risk your organization can tolerate?

I posed this question to Dr. Dweck, and she advised that it requires a sophisticated management team that can recognize and value people who are taking risk, that not all risk will pay off, not all risk is equal and playing it safe may not drive the most innovative outcomes. Obviously, this means managers play a key role in energizing their employees, yet they need to help balance accountability and risk. It also means creating incentives and reward for taking risks.

We’re continuing to explore this balance, and have implemented a few strategies to help drive this behavior, including:

Innovation events. Our Hackathon event is a chance for employees to collaborate with peers on a new idea. Teams come together to create a “hack,” inclusive of a business plan and prototype, which gets pitched to top executives. The Hackathon offers a chance to try something new, but in a “no fail” environment, helping build both the cognitive and behavioral muscle to think big and act on those ideas.

Big bets. As the cliché goes, it’s not about the destination, but the journey. While many risks will pay off, we expect to also have cabinets full of projects that we file away as “learning experiences.”

Manager focus. Building a sophisticated manager community is essential, and we’re investing in both understanding and capability. Coaching managers on how to think about rewarding risk, while delivering success with their teams, is critical to enabling a growth mindset.

We’re in the early stages of our culture change and learning about what it means to build a growth mindset culture. While we’re just embarking on this road-trip, I’m excited about the positive changes that are playing out across our company, and look forward to seeing our employees continue to embrace risk-taking. How are you dealing with helping people take risks and learn from them? Do you have experience in balancing risk and accountability? If you have, let me know in the comments about what you’re learning.

 
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