Corporate Observations

I have spent close to 3 decades now in various roles in corporate settings and have observed essentially three types of individuals. The simplest and probably the largest majority in many organisations are the ones that quietly do what is expected nothing more nothing less and seem to have very little drive. This silent majority (if i can call them that) are sandwiched between two extremes. On one side is the individual that has a deep fear of failure and all that the individual does is governed by this . On the other side is the individual with a high self belief and a drive to make even the seemingly impossible possible. 

Have been thinking about these two extremes for the better part of the week gone by and have made a few conclusions on why this is so. 

Let’s look at the individual that works with a fear of failure. When one thinks hard enough it is apparent that the fear of failure is deeply rooted in human psychology, often stemming from societal, cultural, and personal experiences. At its core, this fear arises from the perceived negative consequences of failure, such as judgment, loss of self-worth, or rejection.

There are simple constructs of the mind that cause this. 

1. Risk Perception: Fear of failure shifts the focus from opportunities for growth to the potential risks of trying. This mindset equates failure with personal inadequacy, discouraging individuals from taking risks that could lead to progress.
2. A drive for impossible perfection: Many individuals believe that mistakes are unacceptable, leading to perfectionism. This creates a cycle of avoidance, where individuals hesitate to step into unfamiliar or challenging situations for fear of falling short.
3. Narrow band thinking: Fear narrows thinking, limiting creativity and innovation. When the priority is to avoid mistakes rather than explore possibilities, individuals and teams often settle for the safe and familiar, stifling growth and original thought.
4. Unending Cycle: Fear of failure can lead to procrastination or half-hearted efforts, increasing the likelihood of failure. This reinforces the belief that failure is inevitable, perpetuating a cycle of fear.

On the other hand are the individuals that plan for success. Planning for success represents a growth-oriented philosophy that encourages individuals to focus on opportunities, resilience, and learning from challenges. Again a bunch of simple constructs of the mind support these individuals 

1. Learning from Failure: Instead of viewing failure as a definitive endpoint, planning for success treats it as a stepping stone for improvement. Each setback is an opportunity to learn and refine strategies.
2. Fail fast fail forward: A success-oriented mindset prioritizes action over hesitation. It accepts that mistakes are a natural part of the process and places greater value on effort and adaptability than on perfection.
3. Resilience: The journey and the obstacles when embraced help the individual develop emotional resilience. This fosters persistence and the ability to adapt in the face of setbacks.
4. Shift in focus: Planning for success shifts the focus from "What if I fail?" to "What could I achieve?" This proactive outlook nurtures ambition, creativity, and the willingness to step outside one’s comfort zone.

Too many people that have a fear of failure in a team or an organisation spells doom for the mid term future of that team or organisation. On the flip side having too many risk takers is also not conducive to sustainable success. The best analogy I can think of is a bottle rocket. Short quick flight that might end up as a whimper.  A slightly lopsided balance in favour of the risk takers is what helps sustain growth.

C