Early in my leadership at Store-It Quick, I implemented a new scheduling system without enough team input. It quickly caused confusion and extra work for managers. Realizing the impact, I gathered the team, admitted my mistake, and invited their feedback. We reverted to the old system while testing a better option based on their suggestions. This transparency strengthened trust and morale. The team appreciated my accountability and felt valued knowing their input shaped the solution. It reinforced for me that admitting mistakes and collaborating openly can turn challenges into opportunities for stronger teamwork.
During my tenure as a senior engineering manager at LinkedIn, I witnessed an impactful incident with our authentication system that reached 87% of our 930M users. I was leading the team when we pushed a flawed authentication update that caused intermittent login failures. Instead of downplaying it, I called an immediate team meeting, openly acknowledged my oversight in rushing the deployment without adequate testing, and worked alongside the team for 36 hours to resolve it. What happened next honestly surprised me. Team members started sharing their own near-misses and suggesting improvements to our review process. The incident became a catalyst for implementing our now-standard "pressure-test checklist" for auth updates. The real impact showed three months later - our team's internal trust scores jumped 42%, and engineers began raising potential issues earlier, knowing vulnerability would be met with collaboration rather than criticism. That failure paradoxically led to our strongest quarter in system reliability. Looking back, as someone who's managed large-scale systems, admitting that mistake did more for team psychological safety than any planned initiative could have achieved.
I led a development strategy in one of the most significant AI product releases that looked very promising but finally blew both timelines and budget. I did not deflect; instead, I confronted the team and took the blame for my miscalculation. Transparently explaining what was learned from the failure, and involving the team in reworking the approach, not only helped recover from the lost time but delivered the project successfully, further smoothing collaboration and trust across the board. This experience taught me that vulnerability in leadership isn't a weakness; it's a trust-builder. I'd be happy to share more insights on how transparent leadership fosters long-term morale and performance.
One moment that stands out for me happened during a leadership workshop I was facilitating. About halfway through, I could tell something wasn't clicking. The room felt flat, the energy was low, and I realized the approach I'd planned wasn't landing the way I'd hoped. My first instinct was to push through and hope for the best, but deep down, I knew that wasn't the answer. Instead, I paused and said something like, "You know what? I think I misjudged this. The way I'm presenting this isn't working, and that's on me. Let's figure out how to get this back on track." What happened next was transformative. The tension in the room lifted, and the group immediately became more engaged. By acknowledging and owning the mistake, I allowed everyone to move past it with me. We adjusted the session together, and it turned out to be one of the most impactful workshops I've ever facilitated. Moments like this remind me of what I call the "8 Mile Method," inspired by the final scene in the movie 8 Mile. In it, Eminem takes the stage for a rap battle, but instead of waiting for his opponent to throw insults, he calls out all his own flaws first. By the time it's his opponent's turn, there's no ammunition left to use against him. In leadership, this translates to owning your mistakes openly before anyone else has a chance to. It diffuses tension, builds trust, and shows your team you're self-aware enough to recognize and address your missteps. Applying this method isn't about dodging accountability-it's about leading with humility and showing your team that mistakes aren't something to be feared. In that workshop, my willingness to say, "This isn't working, and that's on me," modelled the kind of openness I wanted to see in others. It signalled that mistakes are part of the process, and the real measure of leadership is how we adapt in those moments. The ripple effects of acknowledging mistakes go beyond the immediate situation. In my experience, it creates a culture where people feel safe taking risks and giving honest feedback. Over time, those moments of vulnerability build trust and strengthen morale in ways that perfection never could. I want this message to sink, so I will say it again: Over time, those moments of vulnerability build trust and strengthen morale in ways that perfection never could. Mistakes happen, but when you own them, you create the kind of environment where your team can grow-and so can you.
In my nearly 20 years working with leaders in organizations, I have observed that organizations focused on excellence rather than perfection are better able to achieve the desired culture of strong trust and high morale. When leaders are capable of openly admitting their mistakes, it opens the door for others in the organization to do the same without fear and creates a culture of shared learning. Years ago, we worked with an exciting new client. The scope of work was ambitious - a new organization with many constituents with diverse voices and perspectives looking to create a shared vision for the future. We put together a top team to deliver the work. We led participants through our tried and true visioning process. We truly put our best foot forward. On the day of one of the big in-person events the client had engaged a vendor to tell the story of the past as well as a guide to share a tour of the surrounding area. As the day unfolded, our team leader watched as our planned visioning program and content played out against the backdrop of the other activities that had been added by the client. The program turned from one designed to bring a diverse group of participants together to one that starkly highlighted the differences that had been created by events of the past. Our team's leader stepped forward to take responsibility for the experience. She shared that she should have insisted on coordinating with the other vendors to ensure that our messaging was aligned. She owned the experience and offered to end the contract with the client. She spoke with our team about what had gone wrong and what she had learned. She shared that a lot was excellent about the day AND there was learning. To be excellent, we needed to remember to learn from each experience in order to grow for the future. The client was grateful for the open dialogue and asked to continue with the work. Our team worked with the client to develop a new approach that would achieve the desired results. The team watched the leader own her mistakes and humbly share the learning. The team came together as each person felt invested and committed to supporting this leader in delivering an excellent experience to the client. The team felt comfortable sharing mistakes and ideas knowing that there was a culture of excellence and learning. A culture of trust and high morale requires an environment that allows for mistakes with shared learning.
While overseeing a website redesign for a high-profile law firm, our key project manager realized he had miscalculated the timeline for content delivery, which could have delayed the launch. To avoid delays in the launch, the rest of the team would have to shift deadlines and priorities to make the date we already confirmed with the client a possibility. In admitting he miscalculated and that it was his mistake, he creates trust and demonstrates accountability. He set the tone and made it OK for others to own their mistakes in a safe way. The team feels respected and supported because their leader acknowledged his role and failure and asked for help resolving it. It became an opportunity for teamwork to get to the finish line. Equally as important, he sent "thank you" emails and publicly praised each individual in the next company meeting, ensuring everyone was seen for their extra efforts.
In one of my previous leadership roles, I mistakenly expected my team to approach tasks exactly as I would. I assumed my methods were the most efficient and, unintentionally, created an environment where team members felt micromanaged. Over time, I noticed a dip in morale and creativity, and I realized my expectations were stifling their individual strengths. Recognizing this, I conveyed my thoughts to the team during a meeting. I acknowledged that my approach was flawed and expressed regret for not recognizing the value of their diverse working styles. I explained how I had misinterpreted leadership as directing others to adopt "my way" of working, rather than empowering them to thrive through their own approaches. I then opened the floor for feedback and ideas on how to better support their unique approaches. One suggestion was to set clear objectives but allow flexibility in how they achieved them. Implementing this gave the team the freedom to take ownership of their tasks while still aligning with our goals. This transition not only improved morale but also strengthened trust. The team appreciated my willingness to acknowledge my mistake and implement necessary adjustments. This moment marked a pivotal phase in my leadership development, imparting valuable lessons on the significance of humility and adaptability.
I was once having a team meeting with departmental heads and line managers on improving work efficiency - leading to improved productivity. In the initial brainstorming session, I asked the participants to identify causes of inefficiencies within our organisation. One manager raised a point that certain matters that required my executive approval took many days before they got my attention - essentially identifying me as one of the problems. I was quick to realise that regardless of what justification I had for the delays, it was a very valid point and I had to concede to it. Not only did I acknowledge my mistake, I commended the team members for raising a very good point and encouraged others to do the same so that I could also benefit from constructive feedback of my peers. Doing so helped me maintain integrity and my trust and rapport with them. It also meant that I lead from the front by demonstrating how we should receive and respond to constructive feedback, as such a feedback is not the nicest thing to hear, but very important for our personal and professional growth. Furthermore, it proved the point that no one is above the system and the team goals that we were all responsible for achieving.
An excellent example of a leader acknowledging a mistake and strengthening team trust and morale is Satya Nadella, CEO of Microsoft. Early in his tenure as CEO, Nadella faced a significant public relations issue during a 2014 women-in-tech conference. When asked about how women should seek raises, he suggested that trusting the system and relying on karma would lead to fair rewards. His response was met with immediate backlash as it appeared dismissive of the gender pay gap and the need for assertive advocacy. Instead of deflecting criticism, Nadella quickly took ownership of his mistake. He issued a sincere and public apology, acknowledging that his comments were wrong and failed to represent his beliefs about gender equality in the workplace. He admitted that he had learned a valuable lesson and committed to doing better. Nadella followed up by working to implement tangible changes within Microsoft, such as strengthening diversity initiatives and introducing more robust pay equity measures. This public admission of fault, combined with actions to correct the underlying issues, helped rebuild trust and morale among Microsoft employees. His humility and willingness to listen demonstrated that he valued transparency and continuous learning - qualities that are critical for a trusted and effective leader. By transforming a personal misstep into an opportunity for growth, Nadella not only enhanced his credibility but also reinforced a culture of openness and accountability at Microsoft. This example highlights how admitting a mistake, owning its impact, and following up with corrective action can foster greater team loyalty, engagement, and a sense of psychological safety. Employees are more likely to trust a leader who models vulnerability and responsibility, knowing that their voices and concerns are heard.
Eric Yuan, the CEO of Zoom, is a notable leader who admitted a mistake during the early days of the COVID-19 pandemic in 2020. Zoom saw a huge increase in users, which revealed many security and privacy problems in the platform. Issues like "Zoom-bombing" (uninvited participants disrupting meetings) and weak encryption protocols became major concerns for users. Instead of deflecting blame or downplaying the problems, Yuan publicly admitted that the company had moved too quickly to accommodate the sudden demand and had failed to meet the necessary security standards. In a blog post and during interviews, he apologized directly to users, saying, "We did not meet the community's - and our own - privacy and security expectations. For that, I apologize. Yuan created a 90-day plan to fix the issues. He suggested focusing on security and privacy and dropping new feature development. Yuan took responsibility for the mistakes rather than avoiding them. As a result, Zoom not only navigated the crisis effectively but emerged stronger than ever. This example reminds us that great leadership is not about avoiding mistakes but rather about how one manages them when they happen.
We had brought on a CFO last year that could take all of the extra tasks off my plate so I could focus on closing more details. Little did I realize was that this CFO had a history of overlooking key financial decisions in our business that cost us a fortune. I did not do my due diligence as a CEO/Chief of Staff and allowed this to happen. Instead of making excuses, I immediately went to our shareholders and let them know this was 100% my fault. I had also organized a meeting with our people to let them know what went wrong. I guess most people see me as this hard, tough guy but this was a real moment for our team to see who I actually am. And as a leader being real with my team, it allowed my team to become more honest and improved our communication, especially across departments.
As Medical Professional Liability underwriters, we operate in a world where decisions we make today we do not know the outcome of for 5 to 8 years. We call this reporting lag. We have to price and analyze a risk based off the past history knowing it takes about 1 to 2 years for a claim to be reported and another 4 to 6 years to litigate that claim. I remember a meeting we had with a new group of underwriters from a company that was acquired. Most of them were young and less experienced than my leadership team. During our first meeting with them several of us related decisions we had made in the past that went south on us over that 8 year period. We each cited real life examples of decision we made for the right reasons, that turned out to be the wrong decision in the long run. Several of the employees approached us after that meeting and voiced how refreshing it was to hear us admit to those mistakes in public. It allowed them to see the "art" of what we do as risk takers. They understood it is ok to make the wrong decision as long as it was a good decision at the time. That was the message we wanted to drive home. In this format the message was well received and appreciated.
Personally, I experienced a powerful moment when I had to acknowledge a significant error in our campaign strategy. We had launched a major digital marketing initiative without properly testing it across all platforms, leading to inconsistent messaging and tracking issues that affected our reporting accuracy. Instead of trying to minimize the situation, I called an immediate team meeting. I openly admitted that I had rushed the launch despite team members raising concerns about the need for more testing. I explained how my eagerness to meet deadlines had clouded my judgment, and I should have listened to their expertise. What happened next was remarkable. Team members who had been hesitant to voice concerns in the past began sharing their ideas more freely. They offered solutions to fix the current issues and suggested process improvements to prevent similar mistakes in the future. One junior team member even proposed a new testing protocol that we still use today. The key point here is that leadership vulnerability isn't a sign of weakness - it's a powerful tool for building trust and fostering open communication. By acknowledging our mistakes and showing that it's safe to be imperfect, we create an environment where innovation can thrive because people aren't afraid to take calculated risks or speak up when they see potential issues. This experience taught me that when leaders model accountability, it creates a ripple effect of transparency and collaboration throughout the team.
I recall approving a product launch campaign without fully verifying the inventory levels-an oversight that led to avoidable order delays for our customers. Rather than downplaying the mistake, I assembled the team to explain what went wrong and take responsibility for the lapse. Surprisingly, that moment of vulnerability turned into a catalyst for greater unity: Team Morale: Our internal satisfaction survey showed a 3-point rise in team sentiment over the following month, as members felt validated that honesty and accountability were valued over blame. Employee Retention: In the subsequent quarter, we measured a 10% reduction in turnover intentions among the marketing group, reflecting a deeper trust in our leadership. Efficiency Gains: After I acknowledged the error, the team collaborated on a more robust stock-monitoring process, leading to a 5-7% decrease in stockouts during the next promotional cycle. This incident underscored how admitting a misstep and swiftly rectifying it can fortify a team's confidence in its leadership. People respect a leader who's transparent about a slip-up and determined to ensure it doesn't happen again. This ultimately creates an environment where everyone feels safe expressing concerns and problem-solving together.
There was a time when a leader in our team acknowledged a mistake, and it completely turned the dynamic around. We were midway through a project, and the leader realized they'd given conflicting priorities to different teams, causing delays and frustration. Instead of brushing it off, they called a quick meeting and said, "This one's on me. I wasn't clear enough in my direction, and it caused confusion. I'm sorry for the extra stress it caused." What made it stand out was what they did next. They asked the team, "What can we do together to course-correct?" It wasn't just about taking the blame; it was about collaborating to fix the problem. They also set up a weekly priority alignment check to make sure this kind of mix-up didn't happen again. The effect was huge. It strengthened trust because it showed they were human, willing to admit mistakes, and genuinely cared about making things better for the team. It also encouraged everyone else to speak up more openly about challenges, which led to a smoother project finish. It was a real lesson in how vulnerability, when paired with action, can actually boost morale and team cohesion.
Owner & COO at Mondressy
Answered a year ago
Let's talk about the time I misjudged the workload during a major catalog launch at Mondressy. Everyone was buzzing with energy, ready to showcase our new collection. I was convinced we could handle the entire process smoothly with the original timeline. But as we progressed, it became evident that the workload was way more than anticipated. Instead of pushing the team to their limits or pretending everything was on track, I called a meeting to address the issue. I admitted I had underestimated the effort needed for this task and apologized for putting unnecessary pressure on everyone. I also invited input on how to adjust our strategy moving forward. This honesty opened up a valuable dialogue, and several team members suggested staggered deadlines and extra temporary assistance. With their feedback, we redistributed tasks and shifted priorities. The acknowledgment of my oversight, along with a shared approach to solving the problem, not only relieved the team but also reinforced a culture of trust and collaboration. The team felt heard, and morale actually improved as we tackled the workload together.
I approved a legal approach that didn't work in a case at Templer & Hirsch. Upon realizing this, I immediately approached the team, accepted responsibility, and acknowledged my error. Rather than assigning blame, I engaged all team members in formulating a fresh strategy. Admitting you made a mistake showed you were responsible and made it safe for other team members to discuss problems. Later, one of my coworkers told me that my openness made them feel secure enough to share their ideas without worrying about being judged, which made the workplace a better place to work together. The revised plan worked, and the client got a good result. Admitting mistakes in a public way builds trust and encourages growth and problem-solving, boosting mood and bringing the team closer together.
A great example of how a leader acknowledging a mistake can strengthen team trust and morale comes from Sheila Marcelo, the founder and CEO of Care.com. During a difficult situation, she made a hasty decision to terminate an employee over a blog post that used inappropriate language. Upon reflection, she realized her decision was too quick and not fully thought through. Marcelo reinstated the employee shortly after and took the opportunity to address the situation openly with her team. She apologized for her mistake, explaining what she learned from the experience. This act of humility and transparency not only rectified the issue but also fostered a culture of trust and accountability within her organization. By owning up to her error and taking corrective action, Marcelo demonstrated strong leadership, showing her team that mistakes can lead to growth and that honesty matters. This approach encouraged her employees to be more open about their challenges, knowing they worked in an environment that valued understanding and fairness.
I remember one time we launched a news feature on our platform that turned out to be too complicated for our users. We'd worked hard on it for some time, but once we started receiving complaints from our clients, I quickly realized that the feature was a miss. It was not user-friendly and caused confusion when using our platform. Instead of going full defence mode, I took accountability, as a leader should. I knew it was unproductive to keep pushing that features even though we spent a lot of time and effort on it. Our clients are our priority, so I had to acknowledge the mistake. This is exactly what I did. I addressed it with the team, openly admitting that we overlooked a few aspects, and apologized. At the same time, I explained to them that this happens and mistakes is how we learn, so this should be another motivator for us to try again until we get it perfect. And we did! But this experience has shown that openly communicating through failure with your team goes a long way. It strengthened trust and contributed to the culture of acceptance since I showed them that I am, just like them, only human who makes mistakes. However, I don't let those mistakes stop me. Instead, they motivate me to keep going. And this is how I believe this situation also inspired our team to not be afraid to be bold with ideas, but also to always strive for more.
As a business who owner who works with leadership consultants, I've witnessed how a leader's willingness to admit mistakes can transform team dynamics. One particular instance stands out in my memory. I was working with a tech startup in Silicon Valley, shadowing their CEO, Zara, during a crucial product launch. The team had been working around the clock for months, fueled by caffeine and the promise of revolutionizing the industry. On launch day, disaster struck. The servers crashed, leaving thousands of eager customers staring at error messages. The tension in the office was palpable, thick enough to cut with a knife. I watched as team members exchanged nervous glances, waiting for the inevitable storm of blame and finger-pointing. But Zara surprised everyone. Instead of lashing out or retreating to her office, she called an all-hands meeting. Standing before her exhausted team, she took a deep breath and said, "I made a mistake. In my eagerness to beat our competitors to market, I pushed us to launch before we were truly ready. This failure is on me, not you." You could have heard a pin drop in that room. The shock on everyone's faces was evident. It reminded me of the moment in photography when you capture raw, unguarded emotion - it was powerful and authentic. Zara didn't stop there. She continued, "But now, we're going to fix this together. I need your ideas, your expertise, and your dedication. We're a team, and together, we'll turn this setback into a comeback." The transformation was immediate and remarkable. The tension dissipated, replaced by a surge of energy and determination. Team members who had been quiet before started offering solutions. Those who had been on the verge of burning out found a second wind. Over the next 48 hours, I witnessed this team work miracles. They not only fixed the server issues but also implemented improvements they had been too afraid to suggest earlier. The product relaunched, stronger than ever. Months later, when I checked in with the team, the impact of that moment was still evident. Trust levels were at an all-time high. Team members spoke of increased innovation, as they felt safe to take risks and voice unconventional ideas. This experience taught me a powerful lesson about leadership. Admitting mistakes isn't a sign of weakness; it's a catalyst for strength. It humanizes leaders, fosters trust, and creates an environment where everyone feels empowered to contribute and grow.