A huge 52 percent cent of U.K. employees admit that they have such a large fear of failure that it severely hinders them from making important decisions at work.
The impact of inaction includes businesses stagnating and lost innovation opportunities, according to O.C Tanner’s 2022 Global Culture Report.
How can modern leadership battle fears of failure?
In organisations that nurture modern leadership practices in which leaders advocate for their people and employees are trusted to take risks and learn from every experience, then ‘fear of failure’ is less likely to stifle decision making.
In such companies, leaders also model the right behaviours around failure, admitting to their mistakes and treating every unsuccessful experience as a learning opportunity.
Greater support is needed to tackle fear of failure
The report suggests that more needs to be done by organisations to tackle how ‘failure’ is perceived and dealt with, with a third of U.K. workers (33%) stating that their leaders don’t deal well with failure.
Similarly, 32 percent reveal that when their leader makes a mistake, they do not admit to it. Just under half (48%), highlight that their organisation treats failure as a positive learning opportunity.
“Fear of failure is not unusual, however it can be particularly dominant in organisations that employ ‘old school’ leadership practices”, says Robert Ordever, European MD of workplace culture expert, O.C Tanner. “In such businesses, the leadership team is trusted to make the decisions, the staff then have to implement these decisions and the measure of success comes down to avoiding failure.”
Ordever adds, “It’s important to alter the conversation around failure, and demonstrate from the very top of the business down, that failure is both a permitted and welcomed part of an innovation culture. You can’t expect employees to innovate and experiment if failure is frowned-upon and criticised. The sooner leaders realise this, the more likely they’ll be to drive idea generation and prevent their organisations from standing still!”
Amelia Brand is the Editor for HRreview. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at the University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.