Here's how you can address the aftermath of supervisors mishandling failure in the workplace.

1. Identify the root causes of the error. 2. Visit the legacy records/log book, reports…etc. and collect the relevant data. 3. Review Company’s Policy, Procedure & Standing Instruction relevant to the errored task. 4. Visit the Risk Matrix on the subject task. 5. Review business risk and cost impact. 6. Create trouble shooting and build correction action plan including further training reequipments. 7. Amend Policy, Procedure & Standing Instruction as appropriate to mitigate reoccurrence. 8. Prepare Close-out report with precise Suggestion/Recommendations. 9. Present and publish “Leeson Learn”.

Error is human (hence the term “human error”). Blame leads nowhere; learning is the sensible option. Transparency must be demonstrated to show the way.

From a supervisory perspective, it is important to embrace a culture where everybody is encouraged to admit mistakes. Honesty at the top increases trust as people get to know the methodology and, practice open and good communication with the members of the team. By motivating people to find solutions instead of dwelling on blame, fosters effective problem solving and increased creativity. This approach make a team strong and productive.

most of the times supervisors try to hide or manipulate the actual scenario from others thinking that he'll remain safe. But at the last turn of coin his bad contribution may be found the main culprit behind the Incident. So to be straightforward and open to all in these cases might be a great time and effort saving way.

I firmly believe in the power of thorough analysis following the acknowledgment of errors. Engaging the team in this process not only fosters diverse perspectives but also cultivates a collective sense of responsibility. It's not about assigning blame but about uncovering the underlying causes. By meticulously dissecting the events leading to failure, we can pinpoint systemic issues, process flaws, or skill gaps requiring attention. This step is pivotal in preventing future occurrences and underscores our unwavering dedication to continuous improvement.

É de relevante importância realizar uma análise completa das causas de uma falha após reconhecê-la. Envolver a equipe nesse processo é essencial para obter diversas perspectivas e promover a responsabilidade coletiva. O objetivo não é culpar, mas entender a raiz do problema. Ao examinar os eventos que levaram à falha, é possível identificar problemas sistêmicos, falhas de processo ou lacunas de habilidades que precisam ser resolvidas. Essa abordagem é crucial para prevenir recorrências e demonstra um compromisso com a melhoria contínua, fortalecendo a eficácia e a resiliência da equipe.

Siempre escuchen a sus colaboradores y discutan posibles causas o posibles soluciones. Entre todos van a lograr un excelente resultado. Por separado o imponiendo ideas no se llega a ningún lado

Pour mieux gérer les conséquences d'une mauvaise supervision, allez au-delà de la simple reconnaissance de l'erreur. Engagez-vous dans une analyse approfondie des causes de la défaillance avec votre équipe. Plutôt que de chercher des coupables, examinez ensemble les événements pour comprendre les racines du problème. Cela peut révéler des problèmes systémiques, des processus inefficaces ou des manques de compétences qui nécessitent des ajustements. Impliquer votre équipe dans cette analyse favorise un sentiment de responsabilité partagée et permet de récolter des perspectives variées. Cette démarche proactive est essentielle pour prévenir de futurs échecs et montre votre engagement envers l'amélioration continue.

Analisar as causas do erro é como desvendar um quebra-cabeça complexo. Incentive a participação da equipe para obter diferentes perspectivas e promover um senso de responsabilidade compartilhada. Em vez de apontar culpados, o foco está em compreender profundamente o que deu errado. Ao investigar os eventos que levaram à falha, você pode identificar falhas sistêmicas, lacunas de habilidades ou deficiências nos processos. Esta abordagem não só evita a recorrência do problema, mas também demonstra um compromisso genuíno com o aprendizado e a evolução constante da equipe e da organização.

Como na análise o mesmo deve ser implementado nas alterações com várias idéias e vindas de todos com um consenso. O Líder consegue guiar a equipe para as alterações necessárias e com todos participando da solução.

Una vez determinado el factor de riesgo o problema, debemos implementar controles que nos ayuden a minimizar o desaparecer la repetición de los mismos, involucrando al personal para que la enseñanza se comience a difundir de una manera eficaz.

Would have preferred that the section be titled ‘Managing Change’. When you analyze a failure you will inevitably end up where some change wasn’t effective - may be from a while ago maybe recent- this is because the change was implemented but transitions of behaviours weren’t managed. So Explain Engage Empower Exercise Evaluate With anyone/ everyone involved

My way of addressing the remediation is to plan the solution by considering all it's dimensions, impacts and consequences with the help and involvement of all experts in the team from different perspectives. Once the action plan is created, immidiate implementation by a remedy team is required. Finally recording and archiving a lesson lerart to be executed for other projects and future planning.

An example I have seen where resetting worked properly. Start out as if it is a completely new process. Re-train all the priorities again and make sure you are thorough. Once completed, metrics were in place that allowed for minor changes and adjustments were reviewed and bolstered. Analytics can go a long way in successful team building.

A troca de informações e o desenvolvimento é imprescindível para qualquer profissional, na minha equipe tenho um grupo para divulgar artigos, conhecimentos diversos, notícias importantes e se chama desenvolvimento pessoal. Não lembro quem disse mas o pensamento era esse, "É melhor treinar alguém para sair do que ficar com alguém destreinado na equipe."

Whenever we seek to create a learning organisation we look at tools and culture, and conclude that it’s the culture which is lacking. Then we fiddle with the tools….. again. Work on the culture!

This is one of the best things you can do, Foster Learning. Use learning and training to build engagement and eliminate workplace boredom. Invest in your staff, train them to leave but treat them so that they stay!

Más que importante saber que a partir de estos errores se aprende y ese "aprender" es altamente significativo. Todos desde nuestra vulnerabilidad construimos nuevos enfoques, nuevas miradas y nuevos caminos.

Rebuilding trust after a mishandled failure is essential. Demonstrate trust in your team by delegating responsibilities and granting them autonomy in their roles. This empowerment restores confidence and commitment. Regular check-ins, constructive feedback, and recognition of small wins further strengthen trust and morale.

Delegar responsabilidades e dar autonomia para decisões dentro de suas funções é uma estratégia eficaz para empoderar os membros da equipe, restaurando sua confiança e compromisso com o sucesso coletivo. Check-ins regulares e feedback construtivo são essenciais para reforçar essa confiança, e reconhecer e celebrar pequenas vitórias e melhorias ajuda a manter o moral elevado e a motivação contínua. Essa abordagem contribui para um ambiente de trabalho mais resiliente e colaborativo.

Temos que demonstrar que confiamos na equipe, seja com gestos, reconhecimento verbal e até financeiro, não devemos pensar em reestabelecer a confiança, mas sim não perdê-la. Um time com auto confiança rende muito mais e assume os erros quando acontecem, sem maiores prejuízos...

In my experience I see trust is built when the same person is not the one always making the mistake is dealt with. Not dealing with serial offenders kills team morale.

Não tenho nenhum caso de reconstrução de confiança na minha carreira, até porque nunca menti para um colaborador por mais difícil que seja a mensagem. A honestidade, a dignidade e a honra devem ser os guias de um líder, assim nunca terão que reconstruir uma confiança.

Specifically speaking, drawing a line in the sand and moving forward is the best advice I could give anyone that has to move forward in chaos. I have personally had to do this several times in my 25+ years as a manager in both medical and funeral home settings.

Moving forward involves focusing on future goals and not dwelling excessively on past mistakes. This means setting new objectives, celebrating small wins along the way, and keeping the team motivated and focused on continuous improvement. It’s about maintaining momentum and ensuring that the team does not lose sight of their overarching goals.

Para avanzar y no quedarnos en el error, recomiendo establecer cual fue el impacto del error. Como buena práctica recomiendo elaborar una matriz de impacto que contenga: - la identificación del error- - la causa raiz - que parte del proceso afectó - que areas se vieron afectadas - si se vio afectada la operación - plantear la acción correctiva o la acción preventiva para que no vuelva a pasar - colocar el plazo o fecha límite de la acción, entre otros aspectos que se consideren relevantes. Así podrás entender la relevancia del error y levantar la lección aprendida y gestionar el conocimiento a los demás supervisores. Es probable que le pueda pasar a otros más si no se comunica en debida forma, por supuesto, con empatía.

Moving forward means setting new goals and challenges for your team. Encourage a forward-looking mindset, focusing on innovation and calculated risk-taking. Make it clear that while failure isn’t the goal, it shouldn’t be feared. This helps your team leave past mistakes behind and channel their energy into productive work. A positive outlook and clear goals are essential for maintaining momentum and team morale.

O artigo conclui com uma abordagem sábia ao enfatizar a importância de seguir em frente após um fracasso. Estabelecer novas metas e desafios ajuda a criar uma mentalidade voltada para o futuro, incentivando a inovação e a assunção de riscos dentro de um ambiente seguro. Ao deixar claro que o fracasso, embora não desejável, não deve ser temido, os líderes permitem que a equipe deixe os erros passados para trás e concentre suas energias em um trabalho positivo e produtivo. Essa abordagem promove um ambiente de resiliência e crescimento contínuo, essencial para o sucesso a longo prazo.

Every ‘failure’ is a learning opportunity whether it is a failure to recognize an issue or a physical asset failure and everything in between. Before rushing to place blame, which is the environment many of us withstood in our past, investigate, investigate, investigate. Many a competent person has suffered from rash decisions founded upon scarce data and often once uncovered that research indicates that poor judgement is more likely based upon poor processes and the avoidance of cultural, procedural and/or technical change.

I foster an environment where people can communicate honestly without fear of punitive consequences whenever possible. To demonstrate this, I take them to an area outside of the presence of other coworkers. I also remove my badge/ID, symbolically taking off my authority and placing the power in their hands. This act shows them that I care about their feelings and encourages them to voice their concerns in whatever words they need. I prefer candor. Feeling heard can make a big difference. Additionally, I analyze situation in detail and then implement the necessary P&P’s, training, and other measures to reduce the likelihood of recurrence. By addressing both human and procedural aspects, I can create a more supportive environment.

- Acknowledge the Issue - Open Communication: - Show empathy towards affected employees. - Investigate Thoroughly and Gather Facts - Keep the investigation process as transparent as possible. - Provide Support - Provide additional training to supervisors. - Implement Corrective Actions - Policy Review: - Review and update company policies. - Disciplinary Actions: - Take appropriate disciplinary actions if necessary. - Rebuild Trust - Regular Updates: - Keep employees informed about the steps being taken. - Establish a feedback mechanism. - Promote a Positive Culture - Encourage Openness: - Foster a culture where employees feel safe to report issues. - Recognize and reward positive behavior.

Step 1: Don’t make mistakes. Step 2: Quit asking me to contribute to articles. If you want my advice, pay for it. Collaborative articles are on par with FB posts that have the caption “I bet this won’t get one like”. Just trying to get hits by lobbing no-brainer questions.