The sweetest victory is Usually the hardest.
The one that needs you to reach deep within, struggle for all you have, be able to drop everything on the battlefield — without understanding, before the do-or-die moment, if your valiant effort is enough. Society would not recognize the loss, and history books do not record several defeats.
Unlike Edison, all of us fear loss possibilities. Indeed, settling for a mediocrity existence. If we make errors, we skim through them, selectively deleting the miscalculations or errors of our life’s resume. “Failure is not a choice,” NASA flight controller Jerry C. Bostick allegedly said during the attempt to return the destroyed Apollo 13 to Earth, and that term has since been burned into collective memory. To those in our success-driven culture, disappointment is not only a non-option — Kathryn Schulz, author of Being Wrong: Margin of Error adventures. “What we’re mistaken about, this notion of mistake could well top the list,” Schulz says. “It’s our meta-error: we’re mistaken on what being incorrect entails. Far from being a symbol of moral inferiority, human cognition’s propensity to error is vital.
Looking closely at the great minds across history, a desire to take on disappointment is not at all a unique or exceptional idea. From the likes of Augustine, Darwin, and Freud to today’s market mavericks and sports icons, failure is as effective as any method in achieving greater performance.
“Failure and loss are the greatest lessons in life [but] unfortunately, most people, particularly conservative corporate cultures, don’t want to go there,” says Ralph Heath, managing partner in Synergy Leadership Group and author of Celebrating Failure: The Power of Challenges, Creating Errors and Dreaming Large.
“Instead, they choose to play it simple, pass under the radar, repeating the same safe options over and over. They work in the presumption that if they don’t create headlines, they won’t draw attention; nobody can scream at them for failing and they normally never try something great they could struggle (or succeed).
In today’s post-recession economy, certain employers no longer shy away from failure — they welcome it. According to a recent BusinessWeek report, several businesses are purposely looking for others with track histories that show both loss and achievement, assuming that those that have been in the fight, survived combat, and come out, on the other hand, have irreplaceable expertise and perseverance.
“The best path to progress is a mentality of ‘no apprehension’ defeat.”
They’re losing veterans. In radical businesses, such as Intuit, General Electric, Corning, and Virgin Atlantic, the prevalent school of thinking is that great performance depends on great risk, and failure is merely a typical byproduct. These companies’ leaders don’t regret their failures but parlay them into sustainable profits. “The shortest path to progress is to have ‘no doubt’ approach to defeat,” says Heath. “To do their job properly, to be effective, and to keep their businesses competitive, representatives and front-line staff must hang out a mile every day.
They must offer risky, edgy, proposals, strategies, meetings, guidance, innovations, goods, leadership, bills, etc. And they must offer all this fearlessly — without fear of defeat, dismissal, or retribution.
The same relates to personal quests, including meeting unique obstacles or achieving your maximum ability in all facets of existence. To accomplish your absolute maximum, to hit unimaginable heights, to make the unthinkable real, you can’t fear disappointment, you have to dream large and drive forward. When we think about these mindsets, we picture the daredevils, the adventurers, the inventors, the explorers: they welcome defeat as a vital move towards unparalleled achievement. But you don’t have to walk a tightrope, ascend Mount Everest, or cure polio in your own existence.
“It takes risks to accomplish every worthwhile aim,” says writer and speaker John C. Maxwell. He refers to the example of pioneering aviator Amelia Earhart in his book Failing Forward: Converting Errors into Stepping Stones for Achievement, who set many milestones and accomplished several firsts in her career, including the first female pilot to fly solo around the Atlantic Ocean.
While her final flight proved fateful, Maxwell claims she understood the risk — and it’s worth the future reward. “[Earhart’s] guidance on danger was clear and straightforward: ‘Decide if the goal is worth the risks involved. “Of course, the chances you take can be calculated; you shouldn’t ride blindly through the night and only hope for the best. Attaining the target or at least creating a valiant attempt needs planning, practise, and knowledge of your abilities and talents.
“One of the greatest performance secrets is working inside your power range, but beyond your comfort zone.”
“One of the greatest performance secrets is working inside your power range, but beyond your comfort zone,” says Heath. While you will fail enormously, you will excel extremely — and that’s why enormous danger and bravery are needed. Anyway, you’ll think about your powers, skills, and resolve more than ever, and you’ll improve your commitment for the next test. This can sound like a risky territory.
Keep a good outlook
The first is to deliberately maintain a good outlook so that, however you face, you can see the lessons of the moment and keep moving ahead. “It’s real that by default not everybody is good,” says Maxwell, referencing his father as someone who by design might describe himself as pessimistic. “My dad changed his mind. First, he made a choice: he still prefers a good outlook.
Second, he constantly reads and listens to materials promoting the mindset. He’s studied The Importance of Constructive Thought several times. I didn’t understand it, so I asked him why once. His response: ‘Dad, I need to keep filling the tank so I can remain optimistic.’ Heath advises researching good people’s mistakes and corresponding responses and sharing those stories for those in a company setting. “Reward them and praise their contributions to the whole group, because everyone knows it’s Normal to struggle.
So workers say to themselves, ‘I see Bill, the widgets vice president, who the president adores, failed, and he’s not only back to work, but he’s driving a nice new sports car. I may refuse to function the next day. Bill is evidence of it.'” Eventually, Heath remains inspired by the idea that, “if I get complacent and take no risks, someone will realize what I’m doing and boost my actions over time, putting me out of work. You have to keep discovering new ways to manage your life, otherwise, somebody can take what you’ve done, change it, and be satisfied with the outcome. Continue going or die.