What lessons do you take from the mistakes made in professional life?

Today I want to address a topic not much spoken by organizations, but which is present in all of them. The mistakes. Managers do not appreciate mistakes, do not accept, blame the other (employee, team, state government). There are few who assume their failures and their mistakes in everyday life.

Error is to be charged and this requires resilience and a lot of maturity to absorb, filter and move on, i.e. task not easy to anyone. Especially in services, formed by humans, I would say that just does not err who does not. But, of course, we’re always looking to learn from them.

Mistakes bring learning and evolution

In fact, errors have this power to bring us learning, evolution, development, improvement, improvements and improvement of maturity. But each professional faces error in a way, but in general it is necessary to absorb and learn from mistakes. And preferably don’t go wrong in the same things, to err on new things.

I’m going to speak for myself, and maybe I can set an example for you. There weren’t a few my mistakes, but everyone made me better. One of them was making wrong decisions for lack of professional maturity. And today I can see that I become better at every mistake I made. However, it is up to conscience, discernment and to believe that it will not commit the same flaws.

What to do in the face of a mistake made?

Did you make a mistake? Take. It’s a commendable and dignified attitude. In my view, it will be very well seen. What happens often in organizations is that it is not known to give productive feedback. There is Cadeau Feedback, which allows you to recognize and reinforce the aspects that must be valued so far and can be improved. In a second approach you can develop and correct other aspects, assisting in new actions aimed at increasing the performance and significant expansion of your employee’s performance, thus releasing its maximum potential.

There are 4 ways to give your employee a return:

Development: What is expected, what needs to be learned? Recognition: What has been achieved?
Correction: What was the expected result? What should be changed?
Reinforcement: What result was obtained?

Most hotel companies and businesses are driven by people, smart professionals. However, when things don’t go very well, the problem is usually caused by some failure, some “banal” mistake made by management and leaders in general.

But how do smart, smart and experienced people make such banal mistakes in the professional environment? I’ve been looking for the answer to this question for 25 years. I try to read, analyze, understand and observe a lot the reasons that lead hotel executives or another segment to commit primary failures and even cause major disruption stemming from wrong decisions.

In my analysis – and here it is worth noting that it is a personal opinion over these 25 years observing everything and everyone – wrong decisions are made by managers, experienced or not, who can commit failures intentionally and mainly accidentally.

Arrogance is not to admit the mistake

However, what draws the most attention to me is the pattern of arrogance and pride starting from the majority that carried out this failure and that can lead a successful company to failure at an unusual speed. Many do not admit their mistakes and failures or attribute to each other.

Many intelligent executives know their potential, know their identity, ability, and rely solely on their intelligence and know-how

believing they don’t need anyone else, who don’t need the help of others.

Based on this behavior, they make decisions and hide behind the badge, the position and refuse to be questioned. In real life, this is called amateurism, recklessness, lack of common sense, lack of responsibility, that is, the chance of failure is much greater when you don’t care what other people think about management.

The corporate world is cold and often has no heart. Really, it’s not easy or simple task to deal with as it needs to have a lot of resilience and patience. Mistakes, failures and tragedies happen every day, whether small or giant.

Health value makes a difference in errors

Even those at the top of the hierarchy, like the CEO, can make huge repercussion errors without realizing the size of the damage. Most often, small and even intentional failures tend to maintain the integrity of leadership. But despite their potentials, they can not only interfere with the quality of the leader’s own productivity, but of his entire staff and employees.

Have you ever heard of the value of the manager’s integrity? Or we can talk about character, too. I believe that by doing an analysis of this perception, we can perceive the stark difference between one and the other and, with that, reach your team for a good or bad performance.

Hotel companies perform better if well guided by healthy and character management. It’s no use just focusing and having qualified managers if they only think of themselves and forget about their own. The company loses a lot about it… Do you have managers like that in your hotel? And not just manager, but any employee with this behavioral profile.

Self-responsibility is not just a beautiful word

Each hotelier, leader, manager must be responsible for himself to improve his integrity in the company. And daily this occurs, because traps exist and many are off guard. Even the best ones are taken by surprise about integrity.

Guys, straight chat here between us. True or not? Hoteliers who are “trapped” in their own worlds, that is, philosophizing with their management theories and forgetting the main – SERVE OTHERS.

Being a good manager, leader or hotelier demands from the person, from the professional a souvenir that I will register here: You are not, you are!!! And you are standing, remember that it is for some reason and this reason is not to satisfy your wills and, yes, once again, serve others.

How hard it is, isn’t it? Being a healthy leader always includes self-questioning, criticizing and reviewing his own concepts, conducts and attitudes or lack thereof.

• Creative and daring hotelier can lead your business to success, but can also result in negative consequences;
• When dealing with innovative projects, a hotel leader should avoid playing headlong, but experiment gradually;
• Hoteliers and leaders listen to their own intuition and their team to be able to broaden perspectives;
• People are more likely to follow leaders if they are creative;
• Risking and understanding failure as an opportunity to do otherwise is what differentiates a leader.