Hier erfahren Sie, wie Sie Ihre Lehren aus dem Scheitern mit Ihren Kollegen in der strategischen Kommunikation teilen können.

To make sure everyone learns from our mistakes, we gotta be honest. That means we don't hide stuff or pretend everything's perfect when it's not. When we mess up in our communication plans, we need to be real about it. We talk about what went wrong and why. No hiding or blaming others. By being honest, we can figure out what to do better next time. It's like when we're playing a game and we lose. We don't just ignore it; we talk about what happened so we can win next time. So, honesty is like our secret weapon for getting better at what we do.

Continuous reflection has been a game-changer for me. Setting aside time each week to reflect on what I've learned from various projects helps me stay grounded and focused on personal and professional growth. I encourage my peers to do the same; it can be transformative to see how regular reflection turns small insights into profound changes over time. This habit fosters a mindset of ongoing development that's essential in our fast-paced field!

There can be no success without failure and that’s one basic principle of life I’ve seen play out over and over again. However to achieve success after failure, it’s important to do a self reflection and be damn honest about it. Your ability to come clean on your failures ( or mistakes if you like) gives you a sense of accomplishment even before success lands at your door step. It also instills confidence in your team members to be able to trust you with their failures, knowing you didn’t shy away from sharing yours. Simply put, honesty is an essential tool for team success as everyone feels free to share their mistakes, take out the lessons and ensure that such mistakes NEVER occur again.

By openly acknowledging our missteps and sharing the lessons learned, we can foster a culture of transparency and continuous improvement. When faced with challenges, it's important to be candid about what went wrong, why it happened, and how we can do better next time. This honesty not only builds trust among team members but also allows us to learn and grow from our experiences.

When things don't go as planned, it can be tempting to sugarcoat the situation or shift blame. However, I've come to realize that honesty is truly the best policy. By openly acknowledging our failures and shortcomings, we create an environment of trust and transparency within our team. This allows us to learn from our mistakes, pivot when necessary, and ultimately grow stronger together.

Analyzing one’s failures can sometimes be a difficult task. But it’s important to do that to avoid repeating the same mistakes all over again. You’ve got to be able to face your demon to know what, where and how things went wrong. That process, if done like a data processing task will reveal a lot about your previous failures and provide the tools to avoiding such pitfalls in future. Same goes for team members, you need to regularly analyze your failures(which are bound to happen sometimes in spite of your best efforts)and identify the missing link to the team’s success.

When things don't go as planned, it's important to figure out why. That's where analyzing failure comes in. First, we gotta look at what happened step by step. Did we miss something important? Did we make a bad decision? Next, we try to figure out why it happened. Maybe we didn't have enough info, or maybe we didn't work together well enough. Once we know why, we can learn from it. It's like when we're trying to fix a bike. We gotta figure out what's broken before we can fix it. Analyzing failure helps us get better at what we do, so next time, we can do it right.

Failure analysis is the process of identifying, understanding, and eliminating the causes of failures in industrial systems. It involves collecting data, conducting tests, performing calculations, and applying logical reasoning to find out what went wrong, why, and how

Quando você analisa suas falhas, após mostrar ao time que você erra e pode errar feio, tira o gestor ou líder de um pedestal, traz humanidade, porque todos devemos seguir junto como um time e o time não é meu e uso ele ao meu bél prazer. Não! O time é uma equipe, sem dono, apenas com pessoas ocupando espaços de acordo com a sua experiência e isso não te faz melhor ou pior que o outro.

When we learn something important from our mistakes, it's like finding a treasure. Sharing those lessons is like giving everyone a map to that treasure. First, we gotta talk about what went wrong and why. Then, we explain what we learned from it. We use simple words and examples to make sure everyone understands. It's like telling a story to our friends. We want them to learn from our adventures too. Finally, we listen to what others think and how they feel. Sharing lessons isn't just about talking; it's about listening too. Together, we can all get better and find more treasure along the way.

Shift the conversation from "who messed up" to "how can we improve next time." Recognize and appreciate the effort put into analyzing the failure by highlighting the learning process.

The platform to be set wherein these are the "Focus" topics. It can be weekly / monthly . Open dialogues , experience , how to deal with and discussed through step by step approach . Each topic can be chosen based on the its difficulty and impact .

Todos devem ser ouvidos, não podemos deixar a “estratégia” presa em alguns cargos, os times possuem bons resultados quando pensam juntos e um representante ou líder da equipe fica responsável por colocar as coisas no papel, delegar e executar. Suas histórias devem ser baseadas na cooperação, onde todos possam compartilhar suas experiências.

Enfatize o aspecto de aprendizado ao compartilhar experiências de fracasso. Destaque não apenas o que deu errado, mas também o que foi aprendido com a experiência e como essas lições podem ser aplicadas em futuros projetos.

Encouraging open dialogue fosters an environment where vulnerability is embraced and growth thrives. It's a testament to our collective strength and resilience, reminding us that success is born from the willingness to share our struggles and triumphs alike. In the symphony of voices, each note adds depth and richness, creating a harmonious melody of collaboration and understanding which leads to stronger teams.

A famosa frase “duas cabeças pensam melhor que uma”, imagina quantas coisas boas podem sair de um trabalho em equipe? Muitas vezes parece que quando uma dupla age em alguns projetos juntos, que não estão evoluindo, mas pelo contrário, essa união faz com que o trabalho saia sem muitas refações, pois raramente alguém será capaz de acertar de primeira. Quando nos baseamos em quantidade de entrega, esquecemos o mais importante. Muitas vezes o feito é melhor que perfeito serve como desculpa para as pessoas entregarem rápido e sem cuidado. Como se uma entrega maior medisse a sua capacidade.

This is not always the easiest thing to do but take courage, as often you get insights and great ideas. Reflect back to colleagues on how this has helped and the result of it.

El enfoque en soluciones , permite a los integrantes del equipo fomentar habilidades de un pensamiento divergente, un cambio de roles para evaluar desde diversas perspectivas las posibles soluciones es una de las llaves más importantes para fomentar el diálogo entre colaboradores. Cuando existe comodidad y empatía entre las personas, la comunicación fluye y las tensiones en el equipo se reducen.

C'est la base de la communication ! Il faut néanmoins se mettre dans de bonnes dispositions pour qu'un dialogue de qualité se mette en place. Prenez en compte les traits de personnalités de chacun ainsi que l'historique de l'équipe, soyez très vigilants sur ces aspects.

The best way to learn is to learn from failed projects or campaigns. It's important to know what failed and why. The most effective way to practice is to never leave an opportunity to do something which you've done earlier. One or two experiences don't make you an expert. Even if you think you know how to pull a particular task, repeated hands-on experience allows you to think out of the box as it gives you space to think more on top of what you already know.

Quando compartilhamos experiências e todos se sentem ouvidos, sem estarem fechados para eventuais críticas, o resultado se torna positivo. O ambiente saudável e seguro é onde o estagiário, assistente, analista, coordenador, gerente, diretor e ceo se sentem livres para falar, sem medo de falarem besteira e serem criticados ou apontados por aquele episódio. Não existe ambiente seguro quando você expõem um colaborador na frente dos outros, independente da justificativa. Elogie em público e critique no privado.

C'est en forgeant qu'on devient forgeron ! Il faut laisser vos nouveaux collaborateurs expérimenter leurs nouvelles missions et les accompagner dans leurs missions. Commencez par de petites missions et validez chaque étape avant de passer à la suivante.

Practice makes real life situations feel so much more natural. Role playing is just another day in the office in sales and provides a perfect environment to fail, to then correct any mistakes and then nail the real life interactions

Continuous reflection is the compass that guides us towards growth and improvement. It allows us to learn from both our triumphs and setbacks, shaping us into more effective communicators and collaborators. Through introspection, we uncover valuable insights that propel us forward on our journey of professional development.

In my experience, reflection is a skill that requires structure and practice. One way that I provided a structure for my students was by organizing reflections around specific outcomes and specific skills required by a given project. A useful starting point has been zeroing in on the differences between independent work and teamwork. Most projects involve 2 main types of work. 1) Tasks that we do on our own so that we can improve our ability to show our own thinking, to look up and check answers for ourselves, and to organize our time well. 2) Tasks that we do with others so that we can improve our ability to clearly discuss ideas, to listen and learn from different points of view, and to combine efforts to reach a goal.

The most important thing is to have an ambitious team, which is ready to respond at any moment. It would be a failure if the people on the team are not up to date. Communication is the most important link in any segment. Sharing good practices and experiences can encourage everyone to contribute much more to strategic communications

Begins with a team and business culture that allows the room for vulnerability and honesty. Build the 'feedback loop' as part of all campaigns, initiatives, and programs. The debrief is essential to learning and strengthening, don't shortcut this step even when the outcome is stellar. There is ALWAYS something to discuss, gain, and improve upon. Debriefs are also designed to educate the group and is a best practice in any business environment. Talk, listen, discuss, review.

Sharing anything lends itself to storytelling. There is a real misconception that storytelling in a business context is either a) going to be personal and vulnerable b) is generally not appropriate. I’d dispute both. You can tell good quality and insightful stories without over share. And we tell stories in the workplace anyway - we may as well be more intentional about them and make sure they resonate.

Reflita sobre o que deu errado e quais lições aprendidas. O erro por si só não agrega muita coisa, o importante é trazer os ensinamentos que foi possível apreender e melhorar para as próximas oportunidades.

Melhor que compartilhar lições de outros é ter humildade e compartilhar as lições de seus próprios erros, não existe profissional ou ser humano infalível e é na adversidade que mais aprendemos.