Woops!

Did you know Finland dedicates an entire day to celebrating “failure”? I found out this week, thanks to the ever-informative @Sophie  Every 13 October, Finland marks National Failure Day (Kepä Päivä), encouraging individuals and businesses to share openly stories of setbacks. And I think it’s a cacking idea (although, I could fill more than a day with stories of things that did not go to plan).  Finland understands a simple truth: failure isn’t the end—it’s the foundation of innovation.  

 

 Failure = Learning in Disguise  

From Nokia’s decline in mobile dominance to startups that never took off, Finland’s cultural embrace of failure has fuelled its reputation as a hub for resilience and creativity. Schools even teach students to view mistakes as growth opportunities. As the Finnish proverb goes: “The one who never failed, never achieved anything.”  

 

 The Secret Sauce? A No-Blame Culture  

Businesses thrive when teams feel safe to take risks without fear of ridicule or punishment. Consider Google’s “20% Time”, where employees spend a fifth of their workweek on passion projects. Many “failed” experiments emerged, but so did Gmail and Google Maps. Or Pixar, whose candid post-mortem meetings after films dissect ‘what went wrong’—not ‘who’—to drive future success.  

 

In a similar vein, Tata Group’s “Dare to Try” Award honours failed initiatives that delivered valuable insights. As Chairman Ratan Tata said: “You can walk cautiously, but you won’t reach anywhere.”  

 

 Building a Failure-Friendly Workplace  

1. Normalise vulnerability: Leaders sharing their own failures sets the tone.  

2. Reward risk-taking: Celebrate “intelligent failures” (well-planned efforts that didn’t pan out).  

3. Focus on solutions: Ask “What can we learn?” instead of “Whose fault is this?” 

 

In a world obsessed with perfection, where ideal images and apparently perfect lives are constantly shared on social media, Finland’s approach is a timely reminder: Progress isn’t born from flawless execution—it’s forged through trial, error, and the courage to keep going.  

Living on the edge

Hong Kong, with its towering skyscrapers, bustling streets and scenic islands is more than just a special administrative region of China; it’s a melting pot of cultures, traditions and beliefs. In some ways Lo Ting, Hong Kong’s distinctive mythical creature, which supposedly still resides in family groups on and around the island of Lantau, is an apt emblem for the region. Being half-man, half-fish, a Lo Ting is able to straddle and survive in two environments, much like Hong Kong itself has thrived as a crossing point between the East and the West. But there is more to Lo Ting than its ability to cope in challenging conditions. I think it has much to tell us about DEI (Diversity, Equity and Inclusion) and the way we treat and accept others.

Jimmy Keung’s Lo Ting sculpture that was commissioned by Oscar Ho
for the 1997 exhibition at the HKAC – Photo by Ilaria

Lo Ting’s are first mentioned by a civil servant in the Tang Dynasty (618-907 CE). He was compiling a census of the region and gives descriptions of an amphibious species living near Lantau. By the Qing Dynasty there is an explanation as to how the Lo Ting evolved. It is claimed that initially they were warriors who fought for General Lu Xun (still a popular character in martial art films and manga), to try and overthrow the Jin Dynasty. Lu Xun led an unsuccessful rebellion in 410CE. His army was forced to flee from revenging imperial authorities – this resulted in their hiding and living “little better than beasts”, partially on land and partially at sea around the southern islands. Gradually these people became viewed as being amphibian and hence the legend of the Lo Ting began. Lo Tings lived secluded lives at the margins of society. Supposedly, in addition to relying on fishing, they became salt producers on Lantau; until, in 1197CE, the Song Emperor decided to nationalise salt production, resulting in a massacre of salt manufacturers during which most Lo Ting and significant numbers of the Tanka boat people were killed.

Linking the Lo Ting to the Tanka is significant. The Tanka still exist, a declining community, some of whom continue to live in their fishing boats on the shores of Hong Kong and neighbouring regions. For centuries they have been persecuted by those in power and the wider public. Colloquially referred to a “sea gypsies”, in the 18th century they were banned from marrying outside their community or from living onshore; the land-dwelling farmers fought them to prevent them from getting land; and more recently their fishing-based lifestyle has been impacted by stringent environmental laws and government policy.

People tend to overlook or reject those whom they see as different from themselves and whom they believe could potentially be a threat or awkward to interact with. All too often, we make assumptions. The colour of a person’s skin tells you nothing about their religious beliefs. The fact that someone is sixty does not indicate that they are ready to retire or wish to slow down. A fatter than average person is not de facto lazy. Youth does not prevent someone from being an excellent manager. Being female doesn’t make you a bad driver. Being male doesn’t make you a bad nurse. It is very easy to stereotype. We form opinions thanks to our own upbringings and experiences, but by excluding people or groups we diminish our own and our organisations’ ability to innovate and progress. So often the best ideas can come from an unexpected sources – frequently the new joiner to a company questions why things are done in a certain way and proposes a new and better approach – listen to them; an individual joining from a different industry can make suggestions that will enhance a product or way of communicating (virtual reality, initially developed for gaming, is now being used for training in medicine and industry and AI is transforming Finance and smart analysis of data is enhancing education and the outcomes for children). Rather than marginalising those who stand out as being different, we should welcome them and celebrate what they have to offer (ideas, experiences, aspirations) for the benefit of us all.

Despite their mistreatment, Hong Kong is indebted to the Tanka. Many people don’t know it, but Hong Kong gets its name from them – when the British first arrived in the 19th century they asked a group of indigenous people on fishing boats what the place was called. “Hong Kong” was the reply – Hong Kong are the Tanka words for “fragrant harbour.” Their language is now almost obsolete, their culture dwindling, but the name Hong Kong lives on.

"Space Matters" - Part One

This is the initial post of a two-part blog about the workplace, inspired by the CIPD HR Leaders’ Network event on the topic.

“Space Matters” wise words from Neil Usher, the head of Workplace at Sky, who was the main speaker at last week’s CIPD HR Leaders’ Network evening.  Late last year I suggested to the CIPD that I bring together a collection of passionate advocates for workplace strategy as, increasingly, I am of the opinion that leaders (both in and outside HR) need to be mindful of the space and surroundings in which we expect people to perform and be productive. 

Selagas Cano Architects office, SpainPhoto by Iwan Baan

Our environment (be that at home or at work) has changed significantly over the past two decade and continues to evolve. Technology, transport, the manner in which we work, collaboration, project-based targets, generational expectations and capabilities – all of these have influenced the requirements and individuals’ expectations of the place in which we work.

Making a place accommodating and pleasant in which to work is certainly important – rudimentary necessities such as clean, accessible lavatories/broader wash room facilities, sufficient air, warmth, drinking water – are indeed a fundamental need. However, there are other quite basic requirements that all too frequently are ignored in deference to cost constraints. Personal, secure storage (especially as “hot desking” is popular, combined with flexible working practices, which often result in a change of clothing as a person moves from one environment to another), employees need somewhere to keep their possessions. 

Communal spaces are important – as Lynda Gratton says in her book Hot Spots, we are at times energetic, positive social animals and will congregate where we find a spark of energy (be that the water cooler, a vending machine, local watering hole or around popular colleague’s desk) if not given an area to meet and mingle we might miss out on enjoying the benefits of a Hot Spot’s energy. Many of our best and innovative ideas come from bouncing problems and concepts off others, not from sitting in isolation in a cubicle or “Brainstorming” at a boardroom table.

Intentional office Hot Spot

Another basic, but often ignored, human requirement is natural light – it is well known from numerous research studies that daylight enhances human health – workers exposed to daylight sleep, on average 46 minutes longer than their natural-light-starved colleagues and sleep has a huge impact of wellbeing, for example reducing stress levels. Yet according to research, by Mental Health Research UK, one in ten workers in the UK have no access to natural light at work and 30% of us leave before dawn and return after dusk during the winter months. 

Screen shot from The Apartment, 1960
No windows, no natural light, no colour, no view, no plants...

We instinctively know that daylight is good for us. SAD afflicts many during the dark winter months and can have serious ramifications – it is usually induced by a prolonged lack of exposure to natural light and yet 46% of European offices provide no natural daylight. Employers have a duty of care to their employees and, knowingly putting people into a situation that is bad for them is wrong. It took us a while to appreciate the harm from smoking and asbestos, I suspect that depriving people of natural daylight will be seen in a similar light in the future (excuse the pun).

De La Rue Technology Centre, Hampshire, UK

Daylight is not to be confused with sunlight. In a modern workplace sunlight can prove problematical, for example by having an adverse impact on heat, especially in offices with large expanses of glass, and the glare can make it hard to work (who hasn’t had problems trying to see a screen in direct sunlight and pulled down the blinds – thereby negating the positive efficacy of access to natural light?). However, these problems are due to our technology and not an individual’s needs. We require sunlight to produce Vitamin D (useful for healthy bones and teeth) and to encourage our bodies to create vital hormones, which regulate the internal clocks that influence our moods, appetites and energy levels. 

Komorebi (Japanese word meaning sunshine through leaves)
with credit to Jo Stephenson

I am writing this post while sitting in the garden – the sound of the birds, the warm sunshine on my skin and the scent of the blossom is wonderful. I can feel myself perking up just by sitting here. Fresh air and sunshine are good. It is proven that wounds heal more swiftly when exposed to daylight and sunshine (Florence Nightingale insisted that her Nightingale Wards had their long sides south facing, with a windows that could be opened between each single bed to let in the sunshine and fresh air - the ensuing Edwardian habit of wheeling the ill (especially those with Tuberculosis) and infirm in their beds out into the sunshine was less misguided than some of us believe.

Bed-ridden patients getting fresh air
City Hospital, early 1900s 
(Photo, City of Edinburgh Museums and Galleries Collection)

It took the threat of biological warfare to encourage two Ministry of Defence scientists, based at Porton-Down in the UK, to undertake research into the effect of sunshine and fresh air on bacteria. Henry Druett and K.R. May were concerned by what would happen if deadly pathogens were exploded over a major city – how long would the microbes remain a threat? To prevent the bacteria being blown away, they wound cobweb around a comb and dusted it with the common gut microbe, Escherichia coli. Some combs were placed in the open air on the rooftop and others placed beside them in a covered container. Much to the scientists’ surprise, the bacteria when exposed to sunshine and fresh air died within two hours, whereas the enclosed samples were still thriving and viable. This research might make us want rethink our attitude towards air conditioning. It is so easy for bacteria or fungi to breed in warm, sheltered spaces. I am aware of a couple of Directors severely poisoned by the unclean air pumped into their offices after aircon filters were not cleaned or replaced for a number of years – one’s lungs were reduced to those of  a 75 year old, despite being in her early 40’s and the other, who was not so swiftly diagnosed, has since not been able to take on full-time employment for nearly a decade. Increasingly employers will be held to account for putting employees’ health at risk.

Often found in Air Conditioning systems

While on the subject of nursing and health – nurses provide a great example as to how sensible workplace design can enhance employee health and wellbeing and also improve patient care. My grandfather, whom I have mentioned in an earlier blog about his involvement in the invention of the iron lung, was a medical professor, based out of Guy’s Hospital in London (which, by coincidence, is one of the hospitals in the Foundation Trust where I have the privilege of being a Governor). Early last century he undertook research into the amount of walking that a nurse does each day and found that over a third of the time spent at work involved walking, with just over half being dedicated to actual patient care. He argued that if you could reduce the amount of time getting to and from patients and the nursing station, pharmacy, etc… there would be more time for care. A similar study in the USA a little earlier this century came up with the same findings. At Guy’s and St Thomas’ we are trying to make the environment better for patients and staff. Simple changes, like moving a facility away from the noise and bustle of the public areas, has resulted in less mistakes and lives have been saved by transferring the intensive care ward from the top floor to closer to A&E at ground level – thereby reducing the time that a patient takes to reach required support and treatment – time wasted in a lift. Changing a workplace for the better does not require specialist knowledge – it just requires the application of common sense and an appreciation of the fact that “space matters”. But be mindful of Winston Churchill's words:

"We shape ours spaces and then they shape us."

"Talk to me..."

We live in a time of constant conflict – as I write the police in Hong Kong are firing rubber bullets, pepper spray and tear gas on a peaceful protest for democracy. Every time I read or hear the news there is yet another depressing story of aggression and dispute – planes sent to bomb Kobane (as part of the US-led coalition against ISIS); fighting near Baghdad; drug cartels murdering and intimidating innocent citizens in South America; airstrikes in Pakistan; the misery of people inadvertently trapped in war zones around the world, kidnaps, beheadings, victimisation and rape. For a supposedly civilised species, we should be ashamed of ourselves.

Student protester amid clouds of tear gas
Picture taken from Twitter

Things have not changed since Marvin Gaye recorded “What’s Going On?” his subtle protest against the Vietnam War.

https://www.youtube.com/watch?v=H-kA3UtBj4M 

or indeed since the early 1590’s when Shakespeare wrote his famous tale of “star-cross’d lovers”. Despite its reputation, Romeo and Juliet is perhaps more about conflict than it is about love. Certainly that is the impression that Mats Ek gives in his modern version of the classic romance. 

I saw Mats Ek’s ballet, Juliet and Romeo on Saturday night and wept; it was the final performance by the Royal Swedish Ballet at Sadler’s Wells in London. I did not cry at the state of Swedish dance, nor was it was the tragedy of a love so powerful that it is worth dying for that reduced to me tears, but the agony of a mother who had lost her son. Despite the modern, thought-provoking set and costumes, the production is visceral, at times brutal, occasionally humorous, but consistently charged with emotion. Juliet is charming, on the cusp of womanhood – a gawky adolescent filled with passion and mood swings. The rival gangs mooch and posture within their stark urban environment and there is little compassion towards others in an unforgiving and hierarchical society. There is some warmth displayed by The Nurse, but she is a rebel, breaking the rules (riding off to fetch Romeo on a Segway) in a bid to gain a piece of happiness for the girl she clearly loves. Her compassion, willingness to cross boundaries and ability to communicate with all types of people mark her out in contrast to the majority of the other characters. Most are self-seeking and oblivious to the harm they cause. Tybalt urinates contemptuously on the corpse of Mercutio, after murdering him. Romeo slays Tybalt, repeatedly stamping on his head until he dies.  There is little compassion or empathy. Perhaps that is why I was so struck by a moving portrayal of maternal devotion. It was Tybalt’s mother, played by Marie Lindqvist, that gripped my heartstrings – the torment of a woman mourning the loss of a treasured son. 

Woman with Dead Child, 1903 etching by Kathe Kollwitz
souce: Wikipedia

Conflict is centred round emotion, but it does not have to be over something huge like national boundaries, political power, the destruction of a way of life or murder; it can be as simple as a fight within a family over a household object or chore. I visited my mother on Friday – it had been her 82^nd birthday while I was abroad on business early last week, so her grandsons and I went to spend time with her at the end of the week. 

My mother with her three daughters
Picture taken by Paul Clarke

My youngest sister had generously given my mother a cordless telephone as a birthday gift, but had left it to charge prior to it being ready for use. I received an SMS from my little sister on Friday, delegating the set-up and training on usage to me. I appreciate that sounds simple: not being tied to the phone’s location (on a flight of stairs leading to the kitchen) and being able to take the handset either into the garden or with her when she wants to sit down seems a sensible thing for my mother to be able to do. I could pre-programme numbers of family, friends, her doctor and so forth into the handset, to make it easier for her to call people. Using a cordless phone would help familiarise her with her mobile (which she uses sufficiently infrequently that I have to remind her what buttons to press when making a call each time she sets off on a trip to the hospital). The intention behind my sister’s offering was good - it was expected to enhance my mother’s life. However, that was not how my mother viewed the gift. She likes having her traditional telephone where it is; she is used to its location, its ringtone and is comfortable with dashing to the stairway to answer it. Now that she is older, she has difficulty remembering new processes and the concept of pre-recorded numbers sitting inside her phone seemed impersonal and distasteful – “what’s wrong with my address book, leafing through the pages is so full of memories?” She was worried by the base-station’s cable – there is a shortage of plug sockets in her house and, without an adapter, she feared losing the use of her beloved plug-in radio. Our mother did not like her well-intentioned daughters pushing her around and forcing change. I found myself in the midst of a family conflict.  

The problem could have been avoided if there had been better communication from the outset.

 

Miner birds chattering

Conflict can occur in almost every area of life. At work it is one of the managerial problems that individuals find most difficult to cope with. Many weak or inexperienced managers are tempted to try to ignore it, but pretending that a problem does not exist will seldom make it go away. Often taking no action to resolve a matter just makes things worse. Distrust, distress and misunderstandings can fester and morph into bigger problems when the initial ill feeling, on which the conflict is founded, is not addressed. When helping their patients, psychologists usually look for the root of a problem, as understanding the cause and tackling its issues is more likely to produce long-term benefits than focusing solely on current symptoms.  Managers would do well to follow their example and to delve a little deeper to understand why team members feel and behave as they do. 

 

Be mindful of the roots of a problem

Team dynamics can be impacted by many things including: jealousy, insecurity, perceived injustice, fear, alleged disparity in treatment, stress due to heavy or unequal workloads, disputes over time-keeping, invasion of personal space or a range of inter-personal matters. If ignored there is a high probability that performance will drop, factions may develop, formal complaints will be raised and/or talented employees, who can secure alternative employment, will leave.

In my experience, the best way to overcome conflict is by putting yourself into the other party’s shoes, to try to understand their viewpoint. A degree of tolerance and empathy is often all that is required to diffuse a charged situation. Few people come to work with the intention of causing distress and I have never met an employee who actually wants to be unhappy. In addition, many people fail to appreciate that conflict can be turned to advantage, as often it provides a wonderful opportunity for learning and growth. A good leader can leverage conflict for team building and individual development; the ensuing discussions, grounded in divergent thinking, frequently result in innovation and creative solutions. All is takes is effective communication.

Like Mats Ek, twist the expected to produce something fresh, new and invigorating. Ek changed the familiar title of Shakespeare’s play (although Elizabethan documents show that Shakespeare also contemplated twisting the heading so that the lady was named first). The protesters in Hong Kong are requesting a voice, in that they want their opinion to be taken into account when political appointments are made. We all want our issues to be appreciated – this requires communication. I urge you to follow the advice laid down in Marvin Gaye’s song and hear your employee’s plea (in whatever way they are communicating to you) to

“Talk to me.”

The Nurse, who successfully walks the tightrope
of effective communication & empathy in
Mats Ek's Juliet & Romeo

A happy twist!