I used to tell founders to swing the bat. Take the shot. Move. My point of view has become more refined over time. We learn much more from what works than from what fails. Failure gives you a warning sign. Success gives you a card. This distinction is important if you want to build something that lasts.
Here is my position: action beats analysis, and success is the only reliable teacher. Until you hit, keep swinging. When you hit, double down. This is when the real learning begins.
The myth of learning from failure
There is a popular phrase that failure is the best teacher. This seems wise. It also makes people seek pain rather than progress.
“You learn so much from failure. No, you don’t…you still don’t know how to succeed.”
You learn what not to do. But that’s not the same as knowing what to do next. Success models are repeatable. This is why momentum is important. Once you see what worked, you can scale it. You can train it. You can hire there.
Ownership is not optional
When a business faces a storm, leaders can’t hide. I had difficult times with the leaders. It would have been easy to wallow. My most forthright advisor cut through the noise.
“Looks like you’re snowboarding a lot… Get back to work. No one else is running your business for you.”
Harsh? Yes. Useful? Completely. Leaders are not saved. They decide. They act. They take the next hill.
Kill the drama, ship the solution
At home, I answer calls. My wife hears more than anyone. She called me after a long debate with an executive.
“You just went around in circles for forty-five minutes. You had the solution in four minutes. Find the solution and move on. Don’t build a culture of drama.”
She was right. Meetings often reward discussion rather than progress. Here’s how I keep us out of the mud now:
- Outline the decision in writing before the meeting.
- Set a limit of 10 minutes to choose a path.
- Assign an owner and deadline on site.
- Pass. No post-match shots.
Simple safeguards stop the circular debate and push teams to act.
Advice is overrated without context
I am part of YPO. One of the best rules is: share your experiences, don’t give advice. For what? Because most advice lacks the right context.
“They only have limited context… When you get advice, ask them what they’re missing that makes that advice irrelevant. »
This framework changed the way I listen. Now I filter each suggestion with three checks:
- Do they understand my objectives and my constraints?
- Have they solved a similar problem at my scale and speed?
- What key facts do they not know?
If the gaps are big, I thank them and move on. If the fit is tight, I act quickly.
Success accumulates, so keep swinging
In the beginning, volume matters. Try more. Ship more. Learn quickly. Once you find what clicks, commit hard. This is where the composition appears. One victory informs the next. You stop guessing and start repeating.
And do not confuse noise with wisdom. The brutal truth from a mentor can be a gift. A quick correction from a spouse can save a quarter. But only you own the call. You have the full context. You live with the result.
My Playbook, in simple English
- Swing until you hit. Then swing harder.
- The study gains more than loses.
- Cut the drama. Solutions for ships.
- Filter advice for context gaps.
- Own the decision. Own the outcome.
It’s not about being reckless. It’s about being decisive. The market rewards action and clarity more than perfect theory.
Here’s my request: Pick a problem you’re circling right now. Set a deadline of 24 hours. Make the call. Ship the fix. Then track the result and repeat what works. This is how we build, not just by talking.
Success teaches. You decide to attend classes.
Frequently Asked Questions
Q: Aren’t failures helpful for growth?
They can show what to avoid, but they rarely show what will win. I focus on spotting and scaling the moves that actually produce results.
Q: How do I know when to stop taking advice?
When the person lacks key context about your goals, numbers, or timing. If the discrepancies are significant, say thank you and trust your informed judgment.
Q: What’s a quick way to reduce meeting drama?
Start with a written decision statement, limit the length of the discussion, assign a single owner, and set a deadline before ending the meeting.
Q: If I haven’t yet achieved a clear victory, what should I do?
Increase your repetitions. Test more offers, channels and messages. Keep costs tight, measure quickly, and focus on the first thing that shows success.
Q: How frank should leaders be with their teams?
Be direct and kind. Share the real situation, choose a path and support your people. Candor accelerates action when combined with clear ownership.
