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So embedded is the link between mistakes and stupidity in American culture that it can be shocking to learn that not all cultures share it.

Making mistakes is central to the education of budding scientists and artists of all kinds; they must have the freedom to experiment, try this idea, flop, try another idea, take a risk, be willing to get the wrong answer.

It is a lesson for all ages: the importance of seeing mistakes not as personal failings to be denied or justified but as inevitable aspects of life that help us improve our work, make better decisions, grow, and grow up.

Dissonance may be hardwired, but how we think about mistakes is not.

Most people who get caught in a lie, mistake, or hypocritical dance feel sharp dissonance and are motivated to squirm out of it with a flurry of self-justification.

…all those seats of power – be they in business or politics – are in a position to effect change. But make no mistake, change is coming.

When we work on a Trusting Team we feel safe to express vulnerability. We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help.

When we are not on a Trust Team, when we do not feel like we can express any kind of vulnerability at work, we often feel forced to lie, hide and fake to compensate.

…the best way to drive performance in an organization is to create an environment in which information can flow freely, mistakes can be highlighted and help can be offered and received.

When problems arise, performance lags, mistakes are made or unethical decisions are uncovered, Lazy Leadership chooses to put their efforts into building processes to fix the problems rather than building the support of their people.