This article from Harvard Business Review explores what it means to be a truly “failure-tolerant” leader. Instead of treating mistakes as disasters, the authors show how great leaders turn them into data, coaching moments, and fuel for innovation. They explain the difference between intelligent, well-designed experiments that fail versus sloppy, repeated errors and why your reaction as a leader shapes team culture. It’s a practical guide for anyone who wants to build a team that learns boldly instead of hiding its mistakes.
