I loved these paragraphs from the Harvard Business Review by  Robert Sutton, Professor of Management Science and Engineering at Stanford. He talks about how to create a working environment in which employees can make mistakes and learn from them:
"You forgive because it is impossible to run an organization without making mistakes, and pointing fingers and holding grudges creates a climate of fear. You remember - and talk about the mistakes openly - so people and the system can learn. And you also remember so that you'll notice if some people keep making the same mistakes, even after being taught how to avoid them. In that case, well, they need to be moved to another kind of job.

A vital difference between good and bad bosses is that the former consider it their responsibility to surface and learn from past setbacks, errors, and failure. They apply their management skills and dedication to building trust and an atmosphere of psychological safety. These are the kinds of bosses we need more of if we want fewer preventable deaths in hospitals, fewer plane crashes, fewer oil spills. Not bosses that demand no mistakes, but bosses who help their organizations stop making the same ones."

Do you have a boss who forgives and remembers? Or one who expects perfection?

We can expect the same kind of thought leadership from Resource Planning Summit speakers like Christine Cashen, Terry Schmidt, and Paul Glen. Can't wait to see you there.