Junior leaders undergo extensive schooling and training before leading soldiers. However, fear of failure still troubles even the most prepared. While most understand that learning from honest mistakes can lead to personal growth, the consequences of failure can feel exceptionally high in stressful environments like the U.S. Army, where performance evaluations are critical for career opportunities and advancement.
Fear of failure can be overcome, but it relies heavily on two individuals: the soldier and their first-line leader.
The most important person involved in coping with failure is the person making the mistake. The hardest part often is the most crucial step: acknowledging the mistake.
When afraid of feeling weak and vulnerable, most people prefer to deflect blame and produce excuses. Truly achieving personal growth requires us to put our ego aside and admit fault. It is often helpful not just to admit the mistake to yourself, but also to admit it to a peer or supervisor.
Take Responsibility
Sometimes, covering up a mistake can make matters worse and possibly even pose an ethical dilemma. Taking responsibility for a mistake demonstrates strength and maturity. In a healthy organization, leaders from the top down should encourage and demonstrate these attributes.
Another essential step that soldiers often overlook is maintaining mental health after making mistakes. It is easy to work overtime or find other ways to rectify a mistake. This has the potential to backfire and lead to further isolation. Caring for yourself and doing things you enjoy can take the focus away from your mistakes and provide perspective.
The second-most important person involved in coping with failure is the first-line leader. This person plays a tremendous role in the development of their subordinates, and can be the difference between a soldier separating from service after their initial contract or staying in the Army.
Assuming their subordinate has admitted their mistake, first-line leaders should avoid doubling down and affirming that their subordinate is, in fact, to blame. Showing compassion and focusing on the problem rather than who is at fault goes a long way toward building trust and confidence in the organization.
This is not to say high standards should not be the expectation. First-line leaders must understand that their soldiers must make mistakes to learn and grow professionally.
First-line leaders also can use subordinates’ mistakes to better understand how they approach problem-solving. They can determine if the mistake was due to lack of knowledge, carelessness or something else. Being curious and actively listening can lead to potential breakthroughs and lessons learned.
Get Involved
This highlights the importance of counseling soldiers. Even if the counseling is just an informal discussion, regular feedback can help soldiers learn from past mistakes and limit future ones. Knowing their first-line leader is actively involved with their development will encourage soldiers to be bolder and more decisive.
On the other hand, if a first-line leader has a reputation for being hostile and unforgiving, decision-making in the organization can become paralyzed out of fear.
Mistakes are part of life and cannot be avoided. However, if a soldier has the mental strength to admit their mistakes, and a first-line leader encouraging them along the way, they can develop into bold and decisive leaders who will positively impact the Army for years to come.
Capt. Joe Werz is a military intelligence officer with the 3rd Brigade Combat Team, 82nd Airborne Division, Fort Liberty, North Carolina. Previously, he was a student in the Military Intelligence Captains Career Course, Fort Huachuca, Arizona. Before that, he served as an infantry platoon leader and company executive officer with the 2nd Brigade Combat Team, 82nd Airborne Division.