2016 Failure Report

The Challenges of Chapter Engagement

By Mahfuzur Muhith, President, McMaster University Chapter

I’ve been an active member of the EWB McMaster Chapter for the past four years.  When I first started, I joined our Global Engineering (GE) team. I got super involved right away and by my second year I was leading our GE initiatives and passionate about the work we were doing.  Everywhere I went when someone asked me about EWB’s work I told them all about GE.

It wasn’t until this year, prior to being elected as President, that I realized how this focus, while great for the GE team, had harmed my chapter overall.

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RonanOThe Challenges of Chapter Engagement

Relationships = Trust

By Haroon Dawood

Looking back on my Junior Fellowship with Mobile Business Clinic (MBC) Africa in Accra, Ghana, I don’t see it just as a failure. I see it as an eye-opening experience, a time in which I was given the opportunity to learn from a diverse set of people, and an opportunity to learn about and embrace my personal shortcomings.

MBC Africa is an organization striving to accelerate the growth of agribusinesses in Ghana, primarily through business training and technical advisory services. When I began my placement at MBC, I met my manager – an ambitious and intelligent Ghanaian woman in her twenties. I laugh when I think back to this time because on my first day in the office, we ate jollof rice from the same plate. Picture it. There I am, long hair combed over, wearing big square-framed-glasses, foreign as can be, sitting at my manager’s desk-for-one, eating out of the same Styrofoam box as her, and so happy. I was at my best in that moment, but I went downhill from there.

My specific task for MBC was to design an alumni engagement platform for the graduates of their Accelerator Program. The new platform was meant to continue to service the needs of the graduates while continually engaging and growing MBC’s network of agribusinesses. Obviously, a good relationship with my manager was important to ensure I carried out this task in a way that would be sustained by MBC but I failed to build the cohesive and comfortable working relationship required and never figured out how to show up in a way that allowed us to work toward the same goal.

Upon reflection, I realize that my failure runs deep. I mistakenly failed to trust my manager’s decisions and so I challenged her on almost everything. I wasn’t willing, or able, to see her point of view and stayed entrenched in my own perspectives, and in doing so, destroyed our ability to communicate with each other.

I take this as a personal shortcoming because not only did I fail to effectively communicate with my manager, but at times, I grew deeply frustrated during our conversations and let my frustration show. I am not proud of myself for this as it further poisoned our relationship.

I was unable to adapt to a working relationship that was different from what I was accustomed to. From my work experiences in Toronto, particularly with EWB, I had grown used to a working style with a much larger focus on co-creation. As such, it was hard for me to accept and adopt the more hierarchical work structure of MBC, even though I knew such a structure was common and appropriate in some Ghanaian work settings. At the end of the day, I was fundamentally unable to separate my emotions from my work. Every work action I took was laden with frustration, and my hostility was harmful to our relationship and, ultimately, my motivation to do my work.

The process of building trust is difficult to shortcut – it requires time. This failure has shown me the value of being open to the perspectives of others and willing to really listen to their ideas, even if they aren’t singing a tune that I resonate with. Going forward I will be flexible to different working styles and consistently communicate my work to ensure buy-in before I become too attached to my own perspectives. I also must find a healthy way to quickly and constructively deal with my emotions when I become frustrated so as not to let them harm future relationships.

Bio

Haroon Dawood is currently an undergraduate chemical engineering student at the University of Toronto. Going into his fifth year of volunteering with the Engineers Without Borders chapter at U of T, he is currently serving as one of the chapter’s Presidents. In his spare time, Haroon loves to play basketball and hang out with his friends.

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RonanORelationships = Trust

Failure is an event, not a person

By Hon. Bob Rae

It was on a recent trip to Israel, visiting a high tech company to discuss that country’s remarkable success in innovation, that I heard the wonderful expression “failure is an event, not a person”. It has stuck with me ever since, because it points to an important lesson in life. The individual went on to say that he was more interested in hiring people who had tried and failed than those who had a perfect track record. “All innovation is born in failure, not in success — I want people who are not afraid to try, and know that many attempts at something will be met by failure, not immediate success. Success usually comes after many tries.”

Psychologists also tell us that the basis of most neurosis is the false belief that life is about perfect.

The fear of failure is perfectionism’s cousin. Both lead to playing it safe, never trying anything new, and refusing to embrace the truly human and imperfect world we we all live in.

Thomas Edison, one of the greatest inventors in history, once said that he had no failures, only experiments that didn’t work the first time. JK Rowling’s first Harry Potter manuscript was rejected by 12 publishers until she found the 13th. Stories are legion of people we know as huge “successes” — from Lincoln to Einstein — failing many times before finding their way to achieving something durable.

In my own political life, I’ve had my share of failures as well as successes, and have always tried to make both an experience to savour and to learn. It’s not easy, but it’s important to develop the habit early. It took some time, but I have become more open about facing up to my own challenges with mental health, and in doing so understanding that there’s no shame in having lived through the challenges of depression and anxiety.

I’ve also learned that the one quality people look for in a successful leader is the ability to accept criticism and embrace advice from people who don’t agree with you. That’s tough to do – no one likes being told “you’re wrong” or “you didn’t do it well”, but a refusal to listen leads to isolation, distance, and even more failures ahead. Embracing other people’s opinions — even those harshly expressed– is hard to do but it needs to happen to make life a genuine chance to learn, to improve, and to get it right. Learning not to take criticism personally is hard to do, but it needs to happen. Narcissism is not a great leadership quality (although many leaders unfortunately for us all suffer from it) because it draws so heavily on perfectionism, self-centredness, and the “all about me” syndrome that are the opposite of good leadership.

The trouble with all this advice, of course, is that it comes to you from outside and not from within. Experience is another name for someone else’s mistakes, and one of life’s great challenges is absorbing counsel, however wise, from others. Something in us finds it difficult to accept, and we end up needing to make our own mistakes before finding our way and our own truths.

But avoiding, or overcoming, discouragement in the face of adversity matters because getting down on ourselves makes it even harder to see the way to a better result. “Cut yourself some slack” might be strange advice to engineers, pilots, or brain surgeons, because the consequence of failure can be so serious, but even in these fields the key is to build systems that allow for human error without disastrous consequences. And, of course, to allow people in the most exacting of professions to learn from mistakes, and the mistakes of others.

I write all this because I’ve had to learn it. As a political leader I had trouble embracing criticism, and had a tendency to solitude which was not the best route to follow. When I became interim leader of the Liberal Party I tried hard to learn from the earlier mistakes of my political career. As I became more experienced, and more comfortable in my own skin, I was more open to embracing a less than perfect performance, without slipping into complacency or self satisfaction.

None of this is an excuse to be lackadaisical, or too relaxed to do our best. We try hard, and know that hoping and wishing are no substitutes for real effort. Of all the virtues, courage is the most important, because it alone makes all the others possible. This is starting to sound a little preachy. So be it. Better to have tried and failed than never to have tried at all.

That is the point of this famous comment by Theodore Roosevelt :

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.

Only those who have been defeated can truly savour victory, and also know that both are fleeting.

bob-rae-failure-report

Bob Rae, PC CC O.Ont QC, was elected eleven times to the House of Commons and the Ontario legislature between 1978 and 2013.  He was Ontario’s 21st Premier from 1990 to 1995, and served as interim leader of the Liberal Party of Canada from 2011 to 2013. He is working now as a lawyer, negotiator, mediator, and arbitrator, with a particular focus on first nations, aboriginal, and governance issues.  He also teaches at the University of Toronto School of Governance and Public Policy, and is a widely respected writer and commentator. Bob has authored four books, the most recent being “What’s Happened to Politics?”, a thorough examination of the state of Canadian politics and what can be done to fix it.

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RonanOFailure is an event, not a person