Why you must require that your employees fail

How failure pays off - and why it must be a daily mandate

By , ITworld |  

It was not a beautiful day in the PBS Digital neighborhood, according to general manager Jason Seiken.

"By 2007, PBS.org audience growth had stalled and the product pipeline was dry," he notes. "Worse, the digital team was paralyzed by a deeply engrained culture of caution. Its top two priorities — a redesign of PBS.org and a new video player — had churned on for two years with little to show except a thick binder of product requirements from key constituents."

Yet today PBS Digital is thriving: unique visitors have doubled, video views on the site and mobile are up 11,200% and it has been the most popular children's site for the past 17 months.

How did they do it?

Seiken gathered his digital team in a conference room and announced the following: “If you don’t fail enough times during the coming year you’ll be downgraded.”

The upshot: "Move fast. Iterate fast. Be entrepreneurial. Don’t be afraid that if you stretch and sprint you might break things. Executive leadership has your back."

Learn exactly how PBS Digital incorporated failure into their success via Seiken's tremendous column at the link below, which includes the awesome tidbit of one product manager who failed - and got a bonus for doing so.

via Harvard Business Review

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