Here's how you can swiftly recover from setbacks and failures as an executive manager.

- Be humble. Absorb and digest, don't deny but acknowledge. - Analyze and learn. Grow yourself. - Share with your teams, be very transparent. Mistakes happen to everyone. - Change your strategy, adapt immediately. - Stay solid and show positivity. Everyone around you will learn and benefit.

Stay Composed – Remain calm to set a positive tone and avoid rash decisions. Assess and Adapt – Analyze the root causes and adjust strategies, goals, or resources as needed. Very Important: Communicate Transparently – Keep your team and stakeholders informed to build trust and manage expectations. Empower Your Team - Involve key leaders in developing solutions to boost morale and ownership. Learn and Improve – Turn setbacks into learning opportunities and strengthen processes for future resilience. By staying resilient, adaptive, and communicative, you can turn setbacks into opportunities for growth.

Akzeptiert Rückschläge so schnell wie möglich. Je früher ihr die Realität anerkennt, desto schneller könnt ihr handeln. Es geht nicht darum, aufzugeben, sondern die Situation objektiv zu bewerten. Beschönigt nichts, sondern stellt euch den Fakten. Nur so könnt ihr effektiv gegensteuern und Lösungen finden. Akzeptanz bedeutet, aktiv zu werden und Veränderungen einzuleiten, statt in Schockstarre zu verharren.

Own the truth, dissect the breakdown, pivot with unmitigated transparency, and be the first on the battlefield. Place outsized value on grit.

RECOVER: - Recognize the problem: Own the Failure. Don't Deflect. Don’t delegate. Don’t take it personally. Don’t run away. Don’t blame others. - Evaluate the impact of the failure: Separate Logic & Emotions - Communicate clearly and transparently with all stakeholders. A bit more with the recovery team/the people who were impacted. - Optimise the approach by focusing on innovative solutions. Enforce artificial constraints. Apply anti-resilience principles. - Verify facts, assumptions, & data. Apply 5 whys. Use a data-driven approach. Drop HIPO. - Execute the recovery plan quickly and precisely- Apply the 80-20 rule for optical and emotional appeal. - Reassure to rebuild trust and confidence. Key: Detach yourself from the outcome.

Own the Failure: Take responsibility for the situation without making excuses or shifting blame. Acknowledging the issue fosters trust among your team, peers, and stakeholders, showing that you are accountable. Understand the Impact: Analyze the full scope of the setback—whether it's financial, operational, or reputational. Having a clear picture of the damage helps you formulate an effective recovery plan.

"Abrazar la realidad" es fundamental para recuperarse de un fracaso. Reconocer la situación tal como es permite evaluar el problema y diseñar un plan sólido para avanzar. Hace unos años conocí a un director ejecutivo que lanzó un producto que no cumplió con las expectativas de ventas. En lugar de justificar los resultados, reconoció el fracaso, analizó las causas con su equipo y ajustó la estrategia de marketing y desarrollo. Esta actitud no solo estableció un ejemplo de liderazgo, sino que permitió una recuperación enfocada y efectiva para futuros proyectos. Aceptar la realidad es el primer paso hacia la mejora.

Recovering swiftly from setbacks and failures as an executive manager starts with relying on data. Instead of viewing setbacks as defeats, I see them as valuable insights. Data helps pinpoint what went wrong, allowing for a clear understanding of the root cause. From there, it's about adapting quickly and making informed adjustments. Always be ready to pivot. For example, after a project missed key targets, we analyzed the data to see where the process broke down. This helped us course-correct, streamline processes, and prevent the issue from recurring. Failures are inevitable, but using them as learning opportunities through data-driven decisions allows for faster recovery and future success.

La primera reacción a algo que no sale como se esperaba, la natural o automática, es buscar un responsable externo a quién cargarle la responsabilidad del fracaso. Decir esto puede ser politicamente incorrecto por que se supone que los bueno líderes no hacen esto, sin embargo esto está a diario en miles de empresas, y este echar la culpa, va escalando en el organigrama hasta que ya no hay a quién más culpar. Un líder, un directivo que se precie, es evaluar las razones que han llevado a que el plan inicial no saliera como se esperaba desde el incio hasta el final del plan, reconocer dónde hubo errores de comunicación o desviaciones del plan que no se corriegieron en tiempo y forma y aplicar ese aprendizaje a los planes en marcha futuros.

Avoid getting stuck in shock or frustration, as this can delay critical decisions. Acknowledge the loss or failure, and assess the situation honestly. Leaders who quickly face reality and own up to their mistakes set the tone for the organization and inspire confidence in their team. Remove personal bias, let the pros that were hired to do their job do it. Limit number of phone calls to what is actually necessary to keep the team focused and moving forward. Embrace the questions that come. Spend time doing something you want to do to recalibrate yourself( leave phone off for half a day, play instruments /music, read, exercise, learn something new, walk your dog. Remember, supporting another person’s success will not ruin yours.

Acknowledge the failure without deflecting blame. This builds trust with your team and peers. Assess what went wrong by gathering data, feedback, and perspectives. Break down the root causes, identifying both internal and external factors. Instead of dwelling on mistakes, shift quickly to finding actionable solutions. Prioritize key areas for improvement that can drive immediate progress. Adjust strategies, processes, or behaviors to prevent the issue from recurring. Share lessons learned with your team to create a learning culture. Demonstrate resilience by staying positive and focused on future success. Show your team that failure is part of the growth process, and that recovery is swift with the right mindset and actions.

Analysiert Fehler systematisch, um Muster zu erkennen. Vermeidet Schuldzuweisungen, sondern betrachtet, welche Faktoren zum Misserfolg geführt haben. Dies schafft eine konstruktive Atmosphäre, in der Lernen möglich ist. Nutzt die gewonnenen Erkenntnisse, um zukünftige Probleme zu vermeiden. Eine gründliche Fehleranalyse verhindert, dass dieselben Probleme erneut auftreten, und stärkt eure Position langfristig.

I think that once I have accepted the setback, the next step is to dissect it to determine what went wrong and why. This analysis should be objective, removing any personal bias or emotion that might cloud my judgment.

Once you've accepted the setback, the next step is to dissect it. Determine what went wrong and why. This analysis should be objective, removing any personal bias or emotion that might cloud your judgment. Understanding the root causes of failure is essential to prevent similar issues in the future. Moreover, it provides valuable insights that can be turned into actionable strategies for improvement.

Evaluar dónde han ocurrido las desviaciones en la consecución de un plan, debería de formar parte de un plan de calidad de los procesos. La mayoría de las veces esto no pasa, las cargas de trabajo son tales, que sólo vemos los errores y desviaciones cuando las cosas van mal, sin embargo, no se presta atención a los procesos,tampoco cuando los resultados son buenos. Un análisis de los procesos, de los planes de acción es vital para una visión clara, de que hace que obtegamos los resultados, de lo contrario cuando las cosas van mal, tendremos en poner en marcha procesos de control y para cuando tengamos una conclusión, será tarde y estaremos repitiendo el mismo error en cada proceso y por tanto multiplicando los malos resultados.

Throughout my career, starting as a Process Engineer and eventually moving into the role of General Manager-Projects, one truth has remained constant: reality doesn’t wait for you to catch up. Early in my career, I often found myself wanting to delay bad news or sugarcoat it, but I quickly learned that confronting the issue head-on was the only way to maintain control. Whether it was a process design issue or project timelines getting squeezed, accepting the situation immediately has allowed me and my team to act swiftly, rather than staying stuck in the problem.

A menudo, es fácil culpar factores externos o simplemente pasar por alto los detalles que realmente llevaron al fallo. Sin embargo, cuando te tomas el tiempo para investigar a fondo y ser honesto contigo mismo y con tu equipo, es más probable que encuentres patrones que se puedan corregir. Ese análisis no solo ayuda a prevenir futuros errores, sino que también fortalece la capacidad del equipo para adaptarse y aprender de forma continua. Es como construir una base más sólida sobre los cimientos de experiencias pasadas.

A strong action plan is essential, but it’s not set in stone. Stay adaptable! Focus on *What’s Working* (WTP) and *What’s Not Working* (WTN). Celebrate and expand on what’s driving results, and don’t be afraid to pivot when something isn’t. Continuous improvement is the key to success. Keep refining, adjusting, and learning—this is how great outcomes are achieved!

Passt eure Strategie an die neuen Gegebenheiten an. Ein Rückschlag bedeutet oft, dass sich Rahmenbedingungen geändert haben. Nutzt die Gelegenheit, um eure bisherigen Maßnahmen zu überdenken und flexibel anzupassen. Dabei solltet ihr nicht nur kurzfristig reagieren, sondern auch langfristig denken. Eine zu starre Strategie verhindert Anpassungen und kann zu weiteren Rückschlägen führen.

Ajusta tu estrategia de manera efectiva: Análisis de Datos: Revisa los datos y métricas relevantes para entender mejor el impacto del contratiempo y las áreas que necesitan ajustes. Reasignación de Recursos: Evalúa si los recursos actuales están siendo utilizados de manera óptima. Puede ser necesario reasignar personal, presupuesto o tiempo a áreas que requieren más atención. Revisión de Objetivos: Asegúrate de que los objetivos actuales siguen siendo realistas y alcanzables. Comunicación Clara: Informa a tu equipo sobre los cambios en la estrategia y las razones detrás de ellos. Una comunicación clara y transparente ayuda a mantener a todos alineados y comprometidos.

Si siempre haces lo mismo siempre obtendrás los mismos resultados, luego corregir tus acciones te permite tener más probabilidades de éxito: Análisis Detección de las desviaciones No perder de vista el objetivo Listar distintas soluciones y sus posibles consecuencias Encontrar soluciones de otros sectores, empresas y como resuelven sus problemas - benchmarking Tomar las decisiones necesarias Establecer un plan de control de calidad de los procesos Seguimiento y corrección

One of the most challenging aspects of managing large-scale engineering projects is knowing when to change course. I have always been a firm believer in flexibility, even though, as engineers, we often like our plans to be exact. I have had to be that shaft that turns as per the acceleration on major project milestones, like revising the design for biomass heaters or re-evaluating resources mid-project. In those moments, I realized it’s not about sticking to the original plan but knowing when to adjust the path to meet the project’s ultimate goal. This has been especially true in complex projects where unexpected changes—from client requests to operational issues—demand a new strategy.

Sometimes, small process tweaks can make a big difference, while other times, a more significant shift is needed. The key is being flexible enough to adapt to new circumstances without losing sight of the main goals. Moreover, when a leader shows that ability to recalibrate in the face of adversity, it not only strengthens the team's confidence but also fosters a culture of innovation and continuous improvement.

Kommuniziert transparent über den Rückschlag und die geplanten nächsten Schritte. Offenheit schafft Vertrauen und verhindert, dass Gerüchte oder Unsicherheiten aufkommen. Erklärt klar, welche Maßnahmen ergriffen werden und wie das Team unterstützt wird. Diese Offenheit stärkt die Teamdynamik und hilft, gemeinsam an einer Lösung zu arbeiten. Scheut euch nicht, auch Herausforderungen anzusprechen.

La comunicación es vital para el buen devenir de cualquier empresa. Tips: Se directo y transparente hasta donde puedas Aplica la regla del feedback siempre (80/20 y lo bueno , a mejorar y el compromiso) Siempre trata los asunto dificiles en el momento, no los dejes pasar. A la hora de corregir, evita el juicio y la culpabilización. Responsabiliza a tu equipo, genera confianza. Ábrete a las opiniones y visiones de tu equipo, aunque no estén alineadas con tus decisiones, seguro que puedes sacerles provecho. Sé el líder que querrias tener.

Durante um período desafiador em que nossa unidade enfrentava uma meta ambiciosa, percebi que o desânimo tomava conta da equipe. Decidi liderar pelo exemplo, mantendo uma postura positiva e engajada, participando ativamente na jornada de visitas e prospecções junto com os gerentes. Isso trouxe motivação à equipe, que passou a espelhar essa resiliência. Como resultado, não apenas atingimos a meta, mas a superamos em 104%, provando que a atitude do líder realmente inspira a equipe a superar desafios.

Als Führungskraft ist es wichtig, in schwierigen Zeiten voranzugehen. Zeigt, dass ihr aus Fehlern lernt und positiv nach vorne blickt. Diese Haltung motiviert euer Team und zeigt, dass Rückschläge überwunden werden können. Durch eure Handlungen vermittelt ihr Zuversicht und Entschlossenheit. Vorbildliches Verhalten stärkt den Teamgeist und inspiriert andere, ebenfalls Verantwortung zu übernehmen.

Implement the recovery plan with a focus on efficiency and effectiveness. Ensure that all actions align with the revised goals. Regularly monitor progress and make adjustments as necessary. Use key performance indicators (KPIs) to measure success and identify areas for improvement.

From my early days on the engineering floor to leading complex projects, I have always believed that the team follows the leader’s attitude. I have been on both sides—following an engineer and now leading as General Manager. When setbacks happen, it’s easy to feel frustrated, but I make sure to stay visible, stay calm, and stay involved. During a particularly tough project where timelines were threatened by vendor delays, I rolled up my sleeves, working closely with the team to ensure we didn’t lose focus. That hands-on leadership reinforced the culture I wanted to create—one of perseverance and collaboration.

I have always encouraged my team to look at setbacks as part of the process, not as failures. When you're dealing with large-scale projects involving multiple variables—like the design, execution, and resource allocation—things can and will go wrong. I have fostered a culture where the question isn't "Why did this happen to us?" but rather "What can we do differently next time?" This shift in mindset has allowed us to recover faster and grow stronger, knowing that every challenge is a stepping stone for future success.

Resilienz ist der Schlüssel, um gestärkt aus Rückschlägen hervorzugehen. Entwickelt Routinen, die euch helfen, in schwierigen Phasen widerstandsfähig zu bleiben. Regelmäßige Reflexion und Selbstfürsorge spielen eine wichtige Rolle. Fördert diese Mentalität auch im Team, indem ihr unterstützt und Raum für Erholung schafft. So bleibt ihr gemeinsam stark und könnt zukünftige Herausforderungen besser meistern.

I believe that fostering a culture of resilience is essential for navigating the challenges that come with managing multiple strategic partnerships. To achieve this, I've focused on creating a supportive and encouraging environment. By celebrating small victories and providing resources for professional development, I've helped my team develop the confidence and resilience needed to overcome obstacles. Additionally, I've emphasized the importance of viewing setbacks as learning opportunities. When faced with challenges, I encourage my team to analyze the situation, identify the root causes, and develop strategies for improvement. This mindset helps to build resilience and prevent future mistakes.

Como gerente executivo, contratempos e falhas são inevitáveis, mas o que diferencia líderes excepcionais é a capacidade de se recuperar rapidamente. Promover a resiliência na equipe começa pelo exemplo: demonstre coragem ao enfrentar erros, assumindo responsabilidades e focando em soluções. Transforme falhas em aprendizados, analisando o que deu errado e o que pode ser feito de forma diferente. Crie um ambiente onde a equipe se sinta segura para experimentar e inovar, sabendo que o apoio estará presente mesmo nos momentos difíceis. A resiliência não é sobre evitar falhas, mas sobre levantar mais forte a cada queda, ajustando a rota sem perder de vista os objetivos estratégicos.