What have you learned from a mistake?

Sample One

We had to move quickly; it was 05:30, the helicopter had crashed 45 minutes ago, and every minute counted. For this training mission at the U.S. Army Ranger School, I was the patrol leader responsible for leading 40 Rangers to the crash site to extract a downed pilot. Though we were bleary-eyed from only seven hours of sleep in the last four days and light-headed from malnutrition, we moved rapidly through treacherous terrain. As we ascended the ridgeline, machine gun fire broke out. I moved with the lead squad back to link up with the rear squad, but the rear squad was out of position, we crossed directly in front of the rear squad’s weapons’ fire. The entire patrol was out of position and I had lost control. I received a “No-Go” on this mission.

In Ranger School, leadership is taught and assessed by simulating combat stress through sleep deprivation, malnutrition, and nearly impossible timelines. If you want to succeed you have to learn to access unfathomed reserves of strength to inspire and motivate even when you can barely hear yourself think over your body’s demands for food and sleep. Mistakes are common and in real combat these mistakes can cost lives. In the days following this failed mission, I carefully analyzed and identified some key leadership mistakes that I would have to correct if I was ever going to earn my Ranger tab. The most important lesson I learned was that working as a team is the only way to overcome stresses that are sure to hobble even the strongest individual. I also learned that a good solution with strong implementation is better than a perfect solution not implemented. Ironically, the biggest mistake I made was in planning, the area that I thought was going to be my biggest strength on the mission. The painstaking care I took alone in my tent perfecting my plan meant that I missed out on input from my team that would have helped the mission succeed. I learned that actively involving my squad in mission planning inspires ownership and motivation.

On the next mission, learning from my mistakes, I motivated the team by involving them in planning. I managed time more efficiently, leaving time for rehearsals and contingency planning. Was the plan perfect? No. But we worked together, the mission succeeded, and I got my “Go.”

Sample Two

When I joined Company X, I was assigned to one of the firm’s oldest and most difficult clients. During my first year, the team’s Vice President left the firm. I thus became the sole junior-level team member working with one Managing Director. Shortly thereafter, the MD departed for vacation, leaving me in charge. That week, the client requested a detailed analysis of their CDO portfolio within two days. Busy with other issues, the portfolio managers who analyze these complex investments insisted they needed two weeks to complete the analysis. Although uncomfortable with this timeframe, I delivered the news to the client, who became furious. She elevated the issue to the head of our team, who pulled me aside to direct that I should never tell a client we are too busy to fulfill a request, and that I should have expedited the analysis.

This mistake served as an excellent learning experience in managing client relationships. Portfolio managers find it easy to put analysts’ requests last on their list; thus I’ve learned the importance of cultivating strong relationships with the portfolio management team. Spending time on the trading desk, interacting face-to-face and demonstrating strong interest in their work, has strengthened my relationship with the portfolio managers. In addition, I have gained the team’s trust by producing excellent work and only requesting assistance when absolutely necessary, as well as by helping with their other clients.

Another lesson learned is that if an issue seems sensitive, I should always consult a senior colleague. While my MD was away, I should have spoken to another MD in our group. I realized that they are usually willing to give advice, and despite my strong relationships with portfolio managers, assistance from a senior level colleague is sometimes required to ensure a deadline is met.

Finally, this mistake underscored the importance of cultivating strong client relationships and managing client expectations, especially when delivering disappointing news. Building a strong relationship, in which the client trusts that we are doing everything possible to satisfy their expectations, helps ensure that they understand why unreasonable deadlines cannot be met. I should also have better communicated the steps necessary to complete the analysis rather than focusing on reasons why we couldn’t meet their timeline. Although this was a difficult mistake to make in my first year, it ultimately taught me important lessons that have made me more effective in managing client relationships today.

Sample Three

As a newbie technical manager in a relatively new field, I often find myself in uncharted territory. There are few precedents to follow, and I rely on others’ technical expertise, on-the-job learning, and common sense to successfully complete my projects. Not surprisingly, I sometimes fail. Perhaps my most insightful blunder came when I represented the Solar Energy Alliance (SEA) at ASTM International.

ASTM International is a volunteer standard-setting body that touches most products and services. Composed of technical experts from academia, industry and regulatory agencies, ASTM ensures that products are fit for use. For the solar industry, the ASTM Fuels Committee comprises over 5,000 engineers and scientists ranging from major oil companies to small solar producers. Although intense technical discussions are the main activity, the final vote on establishing standards can become political and has enormous impact on industries.

Prior to the 2009 Fuels Committee meeting, I was tasked with organizing the SEA’s position on the upcoming standards and communicating that position to our members. Using email, I informed our members about the SEA’s stance and expected vote. However, I failed to consider that not all members are solar producers; we also have a few major petroleum companies who are often at odds with the main interests of the solar industry. Within minutes of my email, my boss received several notices from major petroleum companies alerting him that I had possibly breached ASTM policy by engaging in voting collusion. These companies threatened to challenge all SEA member votes at the ASTM Fuels Committee as invalid.

The Chairman of the Fuels Committee contacted me. I apologetically explained that I had not and would never engage in such practices, nor would I ever condone them. Believing my explanation, the chairman ruled that I needed to convince the major oil companies of my honest intent. If I failed, the widespread challenges by these companies would bring ASTM to a stunning halt. The next day, I walked the floors of the conference hall to humbly apologize to the voting factions of the petroleum majors. My explanation and apologies were accepted, and voting proceeded as normal.

I’ve learned that even in a world without precedents, it’s not only the technical details that matter, but also the perceptions of others. Politics may make for strange bedfellows, but if we don’t work together, many good things will not get done.

Sample Four

One mistake I have made and learned from was my inability to make the most of my first years in college. I became an apathetic person who ignored opportunities to make a difference. Over time, and through one particular experience, I learned to focus on things that are truly important. Upon my arrival at Tulane, I wanted to make a difference in both the classroom and my community. Unfortunately, the endless barrage of social festivities shifted my attention. I began to regard classes as “pointless,” avoided anything philanthropic, and spent every spare moment socializing. In short, I threw away every chance to make a difference. At the end of my sophomore year, my fraternity began philanthropic work at the Ronald McDonald House, a free hotel for the parents of hospitalized children undergoing treatment. After being prodded by our philanthropic chairman, I conceded, and one evening, went to help serve dinner. I had an amazing time and was reminded how much I enjoyed helping people and seeing the difference I could make. Later that evening, I began to reflect on my college career. I had given nothing back to my community and had yet to reach my full potential in the classroom. I was not the same person who had arrived on campus. It was time to get back on track. I immediately started to work and became involved in my fraternity. I attended every event, was elected chairman of Alumni Relations, and met with great success when the Parents Weekend Auction raised $20,000, mostly for philanthropic projects. I also became involved with the Tulane Programming Board by leading a committee which provided on-campus entertainment. During my tenure, student participation increased 100% through the implementation of new events and marketing strategies. Most importantly, I became laser-focused on academics, giving nothing but my best, which was quickly reflected in my GPA. I had rediscovered myself, as well as the energy that had helped me get in to such a great school. I left Vanderbilt knowing I had made a difference, but I am still troubled by the fact that I could have done more. Today I use every minute outside of my hectic work schedule to benefit others or broaden my horizons-whether by volunteering in a Thai school or taking Portuguese language lessons. I feel good about my accomplishments and I am excited to see what I can achieve in the future.