Everything EOS /Rant, 29 Jan 2022

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From YouTube: Learning From Our Mistakes – #EndRant

Description

Yves La Rose, Executive Director of the EOS Network Foundation, discusses how when we take risks, then acknowledge & learn from our failures, we can adjust, improve, and move forward.

As part of the #ENF's broader communication strategy, Yves will be recording these videos regularly as a way to maintain an open dialogue with the #EOS community.

/rant is meant to be a conversational, direct way for Yves to share his thoughts on the issues of the day, and respond to questions and ideas raised by EOS community members themselves. Where one rant ends, another begins, and the discussion continues.

Let us know what you think in the comments below, and join the conversation on Discord. Perhaps your questions or comments will inspire the next rant!

Everything EOS is the official media channel of the EOS Network Foundation (ENF). The EOS Network Foundation coordinates financial and non-financial support to encourage the growth and development of the EOS Network. We’re harnessing the power of decentralization to chart a coordinated future for the EOS Network as a force for positive global change.

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A

All right, let's talk about making mistakes today. um One of the things that I hear frequently is how certain projects, or certain people or certain ecosystems are just doing everything. That's great. They, you know they're doing something and it's not working, but they take no responsibility on their own. Essentially, all the fault lies with the external factors.

A

None of it lies on potentially internal factors and um that's wrong that I mean that's just in any relationship and any kind of partnership in any situation.

A

There are multiple variables to why something would or would not work, and this idea this concept, that if a project is going in a particular direction, and it's not gaining traction that all of it can be attributed to external factors and that none of it should be attributed to perhaps internal factors and that there should be no introspection in terms of perhaps why we are doing things in a certain way that may not be uh gathering traction and or may not be essentially value.

A

Add I I don't know what the reticence there's so much reticence, and I don't know if that's throughout the ecosystem. I would imagine that in general, that's a that's a trait that that can be found throughout, but in eos. I guess, because I'm so deep into it. I see that this is one of our uh definitely one of of of our faults, and one thing that's definitely holding us back, and so the enf obviously uh will make mistakes has already made mistakes, uh we'll continue making mistakes.

A

I said that in the interview that I had with dan not too long ago, one of our issues is that we have not been making arguably enough mistakes and what I mean by that. It's not to say that when you attempt to do something you set out to go and make mistakes and you're setting out knowingly to fail.

A

What I mean by that is that, ultimately, if you make no mistakes or if you have not failed, that means that you've likely not tried anything that you've not taken any risks and what we need to get better at is not.

A

Making fewer mistakes per se is making more controlled, more informed decisions, ultimately knowing and doing a risk profile matrix of what are the types of mistakes that potentially could be the outcome or the result of this particular direction, and can we mitigate for that? Can we uh can we?

A

Can we take that into account prior to during the architectural or the decision uh making process, so that, should we make mistakes and when inevitably, we make mistakes that we've already uh essentially taken that into account or that we've already accounted for that and hedged against that, and so right now I'm I'm.

A

You know I'm having discussion with some people about a certain project and how you know they're, not getting any traction and how all of it is is due to eos the lack of support and eos the lack of funding and eos the lack of users and eos, but how the product is great and yeah it's true in eos, we have a really amazing products.

A

However, one of the things that I keep getting back to is is one marketing and business development. We have been extremely bad at and those are mistakes that we've made and it is important to address those mistakes to bring forth and to acknowledge that perhaps those are areas that we need to improve on. There's nothing wrong with that.

A

But there's sort of this self-defense mechanism that kicks in when you have a discussion with somebody or a project or a team or people, and you try to highlight and or to address, perhaps those shortcomings and areas that ultimately uh could be improved on and they take that as a and and I'm faulty as well. I do that as well. I have that natural tendency to uh to react very defensively when somebody uh and or entities call out on things that I am doing that should be improved on.

A

So I recognize that I have that issue as well, and so I think it's important to not just for me, but for all of us to recognize that we have certain strengths, that we have certain areas that we should improve on and to try and at least to a certain extent, be open to making mistakes, making more controlled and reasoned mistakes, but ultimately, meaning that we are trying. We are trying more frequently.

A

We are attempting to move forward.

A

If we don't do do so. Essentially, we are not even trying to move forward out of fear of making mistakes. If we also don't uh acknowledge that we've made mistakes and or that we will make mistakes, we are inevitably hindering ourselves from progress, and that is a mindset that needs to change. I remember hearing a few years back.

A

I don't recall who it was, but it was a very prominent female ceo who said that her father, when she was growing up, would uh would have an exercise when they came home and he would ask all of the children at the dinner table. You know what they had failed that today and what she said that that did for her.

A

The idea was that making mistakes or failing was no longer seen intrinsically as being bad. It was it basically highlighted, and what resulted out of that exercise over over years of doing this, it resulted in her being comfortable and being way more uh prominent and or stronger in taking risk control risk in order to be able to make mistakes, and so the father would ask name me one thing that you failed that today and you know she would say I failed that I don't know I failed at baseball today.

A

I you know I tried to to you know I I got struck out or something like that, and what that did is that, instead of associating failure being negative, dissociated failure um very much psychologically, it associated failure with attempting to do something with trying to do something and remove it removed a lot of the stigma out of making mistakes again, I'm not glorifying making mistakes.

A

I'm not saying that we should attempt to make mistakes to fail, purposefully uh in in order to create waste or in order to extract value on purpose, I'm saying that we need to get better at making mistakes and recognizing that making mistakes inherently is not bad. We can learn from those mistakes.

A

What we do in those situations is what's important, that's where we need to get better at how we take risks and how we decide to move forward is what we need to get better at, but making mistakes is not inherently bad and acknowledging mistakes is not inherently bad. Thank you for listening. What do you think.

A