Embracing Failure in Calibration: Why Failing Fast, Failing Often, and Failing Cheap Is the Key to Growth (Embracing Failure as a Leader and a Metrologist)
Many of us have been conditioned to fear failure. From early school years to professional life, success is often celebrated, while mistakes are typically hidden or punished. Yet what if failure is precisely what we need? At Morehouse and beyond, the most resilient and successful cultures are built not in spite of failure, but because of how they embrace it. It has taken me 26 years as a metrologist to come to this straightforward rationalization that failure is always an option; it’s how you define it that matters. Defining failure as something you do cheaply, fast, often, and learn from failing. Our organization never condoned failure; it was the repeated failures that were frowned upon, where mistakes would yield more mistakes. In some instances, it was doubling or even tripling the stakes in hopes of being proven right. This wasn’t embracing failure; it was trying to prove one thing: “We do not fail”, which was typically pronounced by someone being in their head, saying, “I do not fail”. There’s also an even worse scenario that many have likely experienced: a complete lack of accountability, which involves blaming someone else for your failure.
Note to anyone reading this: Blame Culture, or 'I do not fail culture,' is entirely unhealthy.
Let’s be clear: Everyone fails. The difference lies in how we respond.
There’s a famous story from Thomas J. Watson Sr., the former CEO of IBM, that illustrates this perfectly:
"Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?"
This perspective reminds us that mistakes and setbacks aren’t something to hide or punish; these are powerful lessons. What matters most is not that we fail. We must acknowledge what happened, learn from it, and use that experience to improve. Adopting this mindset creates a healthier, more resilient workplace where growth and accountability are valued above blame.
The Growth Mindset: Failure as a Steppingstone
Psychologist Carol Dweck, in her book Mindset, defines a growth mindset as the belief that abilities can be developed through dedication, feedback, and effort. In contrast, a fixed mindset assumes talents are static and unchangeable, leading to avoidance of risk, fear of failure, and stagnation.
With a growth mindset, failure is reframed as necessary feedback for growth. Mistakes aren’t moral judgments; they’re tools for learning. That’s why we foster a culture where continual self-improvement is celebrated, and employees are encouraged to take initiative, even if that includes the occasional misstep.
A growth mindset in action looks like welcoming challenges, seeking feedback, and persevering even when facing setbacks. It shows when people ask questions, celebrate progress, and support each other’s growth, not just their own. These are the “we” people—the ones who believe success is shared, who lift their colleagues, and who understand that the best results come from collective effort rather than individual accomplishment. In a growth mindset culture, collaboration, encouragement, and mutual accountability take precedence over competition or self-promotion.
The 1 % Better Principle: Atomic Habits in Action
James Clear, author of Atomic Habits, describes continuous improvement as a commitment to small, daily progress. He writes, “You do not rise to the level of your goals. You fall to the level of your systems.” In other words, it’s not the lofty objectives that get you there; it’s the consistent effort.
Clear’s math is simple but powerful: if you improve by just 1 % each day, you won’t just be slightly better by year’s end, you’ll be 37 times better. That compounding effect, like interest in an investment account, turns incremental gains into transformative growth.
At Morehouse, we apply this logic to our calibration processes, team training, documentation, and even interpersonal communication. Imagine if every technician became just 1% better at their job every day. Over time, that would revolutionize quality outcomes.
What if our people could improve at a rate of 1 % per day? In approximately 70 days, they would be twice as effective at their job, and in 365 days, they would be 37.78343 times better.
Imagine fewer errors, faster turnarounds, and more shared profits from small, daily gains. The faster you can learn from failure, the faster you can take action to improve what needs to be improved.
Fail Fast. Fail Often. Fail Cheap.
This phrase, rooted in innovation and product design, has critical value in quality-driven environments:
- Fail Fast: Identify problems early before they compound.
- Fail Often: Embrace frequent, small experiments to refine understanding.
- Fail Cheap: Contain mistakes before they become costly.
Organizations that fear failure stagnate. Organizations that embrace it evolve.
A metrologist is an expert in the field of measurement science, known as metrology. Their responsibility is to ensure measurement precision and dependability across a variety of industries. This role frequently involves calibrating devices, carrying out tests, and managing quality assurance processes. By overseeing instruments and systems, a metrologist upholds measurement standards and sustains consistency in areas such as manufacturing and scientific research. Even in such exacting fields, mistakes are inevitable—whether it’s a miscalibrated tool, an outdated method, or a breakdown in communication. These errors can have significant, sometimes severe, consequences. Concealing missteps is even more damaging than the errors themselves because it stalls progress and heightens risk. For this reason, a metrologist must learn from mistakes to help make the world a safer place.
Petroski seems to address this very issue when he states, "Failures appear to be inevitable in the wake of prolonged success, which encourages lower margins of safety. Engineers and the companies that employ them tend to get complacent when things are good; they worry less and may not take the right preventative actions." Petroski's claim about complacency might merely describe human nature, or it might point to the well-known old motto, "If it ain't broke, don't fix it."
At Morehouse, we see these failures as catalysts for better systems. Our culture is built around surfacing problems, learning from them, and implementing changes quickly.
Turning Setbacks into Strategy
Simon Sinek offers this insight: “The goal is not to be perfect by the end. The goal is to be better today.” That’s the core philosophy we apply.
By embracing mistakes:
- We improve documentation and procedures
- We identify skill gaps and train for them
- We set expectations based on reality, not assumptions
- We build a foundation of trust, where problems are addressed, not punished
A Culture That Fears Failure Will Never Grow
When failure is taboo, employees hide mistakes and stagnate. But when failure is safe, they experiment, innovate, and improve. That’s how quality culture thrives—not by avoiding errors, but by confronting and learning from them.
Michael Abrashoff, former Navy captain and author of It’s Your Ship, said it best:
“Given the right environment, there are few limits to what people can achieve.”
What Did I Fail At This Week?
Here’s one of the most powerful growth habits you can adopt—both as a leader and an individual:
Ask yourself every week: “What did I fail at?”
This question was popularized by Spanx founder Sara Blakely, whose father asked her this regularly. If she had nothing to share, he’d be disappointed—not because she didn’t succeed, but because she hadn’t tried anything hard enough to risk failing.
This practice:
- Removes shame from mistakes
- Encourages risk-taking
- Increases self-awareness
- Builds resilience and grit
- Transforms failure into reflection and growth
Write it down. Reflect. Then ask the follow-up: What did I learn?
There is freedom in acknowledging failure. When we admit it, we control it. When we hide it, it controls us.
Some of my examples this past week:
I did four presentations at NCSLI. One of which was completely new, I had 25 minutes and took about 20 minutes to give my presentation. – I failed at delivering the best presentation I could have and assumed I had this “in the bag”. I could have been more prepared, and I should have rehearsed the timing. I am not one to video record my presentations, though I should have done a mock webinar or even a recorded webinar to get the timing down.
I failed at speaking with all my colleagues and business associates at NCSLI. There were a few people that I left regretting I didn’t take the time to have a 10–15-minute chat. I even received an email from one of them asking if everything was okay. There’s no excuse, as I could have made the time and failed at doing so.
I also failed at navigating a rather complex situation. Since this involves other family members, I will keep it private, except to acknowledge that cooler heads prevail, and I was in a reactive state. Remember, flight or fight, I was definitely in the back of my head, instead of in the center.
What Will You Do Differently Tomorrow?
If you lead a team, set clearer expectations, give real-time feedback, and ask, “How can I help?”
If you’re part of a team: try something new, take a small risk, or share a failure openly and reflect on it.
If you want to grow: read Atomic Habits, embrace a growth mindset, and adopt the question, “What did I fail at this week?”
Failure will always be part of the journey. The question is: Will you fight or use it?
Embracing Failure in Calibration: Why Failing Fast, Failing Often, and Failing Cheap Is the Key to Growth (Embracing Failure as a Leader and a Metrologist) Conclusion -
Recommended Reading -
Besides the books mentioned in this article, I have just finished two more books, and I typically read anywhere from 2 to 5 books a month, depending on my mood and what I’m listening to. Recently, I slowed down as I’m busy listening to some albums I’m either rediscovering or ones I missed completely. Missed out on such as Steely Dan’s AJA, Mastodon, or rediscovering Black Sabbath’s first Albums 3-7.
The books I’ve read recently and highly recommend are
- The Speed of Trust – This book, by Stephen M.R. Covey, delves deep into how trust is earned and how it can be measured. When people trust each other, things get done faster and cost less; when trust is low, everything slows down, and you end up paying more because of extra rules and checks.
- Pillars of Command: The Core Values of Leadership – Some bias on my end here, as I know the Author, Patrick Jester, a seasoned metrologist, and I’m mentioned in the acknowledgements. Patrick knew I would recommend and likely use my very persuasive influence to increase his book sales by 1-2 in total. In all seriousness, I highly recommend Pillars of Command as it's an easy read. It might take 45-60 minutes, it’s easily digestible, and the examples are ones that everyone can benefit from.
Blame Culture: The Enemy of Accountability (Additional Reading)
A “blame culture” thrives when mistakes are punished instead of explored. In such environments, people hide problems rather than fix them. Harvard Business Review warns that organizations with high blame orientation suffer from lower innovation and higher turnover (HBR, 2016).
To counter this, leaders must model ownership and foster psychological safety, where team members feel safe admitting missteps without fear of retaliation (Edmondson, 1999).
Personal Reflections on Failure
1. **Presentation Misstep at NCSLI:** I assumed a new presentation would go smoothly and didn’t rehearse timing. I finished early and missed opportunities to refine key points. **Lesson:** Always time and rehearse—even when confident.
2. **Networking Gaps:** I failed to connect with several key colleagues. One even reached out, wondering if something was wrong. I didn’t prioritize those 10–15-minute conversations. **Lesson:** Intentional engagement matters.
3. **Family Conflict:** I reacted emotionally instead of responding calmly. While details are private, I recognize the importance of pausing, breathing, and staying centered, especially during times of stress.
References
- Dweck, C. S. (2006). *Mindset: The New Psychology of Success*. Random House.
- Clear, J. (2018). *Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones*. Avery.
- Petroski, H. (1992). *To Engineer Is Human: The Role of Failure in Successful Design*. Vintage.
- Sinek, S. (2017). *Together Is Better: A Little Book of Inspiration*. Portfolio.
- Abrashoff, M. (2002). *It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy*. Business Plus.
- Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams. *Administrative Science Quarterly*, 44(2), 350–383.
- HBR. (2016). "Stop the Blame Game at Work." *Harvard Business Review*. https://hbr.org/2016/07/stop-the-blame-game-at-work
More Information about Morehouse
We believe in changing how people think about Force and Torque calibration in everything we do, including discussions on becoming a better meteorologist through failure. This includes setting expectations and challenging the "just calibrate it" mentality by educating our customers—especially the metrologist—on what matters and what may cause significant errors. We focus on reducing these errors and making our products simple and user-friendly, so whether you are a seasoned metrologist or new to the field, you can easily achieve optimal results. This means your instruments will pass calibration more often and produce more precise measurements, giving you the confidence as a metrologist to focus on your business.
Companies around the globe rely on Morehouse for accuracy and speed. Our measurement uncertainties are 10-50 times lower than the competition, providing you with more accuracy and precision in force measurement. We turn around your equipment in 7-10 business days so you can return to work quickly and save money. When you choose Morehouse, you're not just paying for a calibration service or a load cell—you're investing in peace of mind, knowing your equipment is calibrated accurately and on time.
Through Great People, Great Leaders, and Great Equipment, we empower organizations and every metrologist to make Better Measurements that enhance quality, reduce risk, and drive innovation. With over a century of experience, we're committed to raising industry standards, fostering collaboration, and delivering exceptional calibration solutions that build a safer, more accurate future.
Contact Morehouse at info@mhforce.com to learn more about our calibration services and load cell products. Email us if you ever want to chat or have questions about a blog. We love talking about this stuff. We have many more topics other than expressing SI units! Our YouTube channel has videos on various force and torque calibration topics here.
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