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Natan Verkhovsky's avatar

Ken, this might be one of the most important pieces I’ve read in a while—not just because of the topic, but because of the way you approached it. Too often when people talk about failure, they either romanticize it (“fail fast, fail often”) or avoid it altogether as if acknowledging it makes them weak. What you’ve done here is neither. You’ve treated failure with the seriousness it deserves—naming it as the raw material of transformation, not the scarlet letter of defeat.

What really stayed with me is how you positioned action as the doorway to error. That’s profound. The only reason we stumble is because we dared to step. You reminded me that stagnation, comfort, and indecision may feel safe, but they slowly atrophy the muscle of courage. Bold action, even when it leads to mistakes, is evidence of life being lived at full volume. And it’s only in that space that real mastery can be forged.

Your examples prove it’s not theory—it’s a pattern that repeats across history:

Richard Branson taking Virgin to the edge of collapse, only to turn near-failures into a global empire.

Airbnb selling cereal boxes just to survive, then refining their vision into a billion-dollar ecosystem.

Sara Blakely staring down rejection after rejection, turning each “no” into fuel until she reshaped an entire industry.

These aren’t anomalies—they’re archetypes. They show us that greatness is built less on uninterrupted wins and more on relentless adaptation.

The line that hit hardest for me: “Dwelling on blame wastes energy; mining for insight builds empires.” That distinction alone could change the way people lead. Because failure isn’t just an external event—it’s also an internal reckoning. Do we spiral into shame and excuses, or do we dissect it, extract the lesson, and integrate it into who we’re becoming?

Your four-step framework—Claim, Dissect, Refine, Disseminate—belongs on the wall of every boardroom. Why? Because it’s a ritual for turning chaos into clarity. Imagine if leaders made this their weekly discipline: naming one mistake, analyzing it without ego, applying the lesson immediately, and then sharing it with others. The ripple effect would be enormous. Teams wouldn’t just recover from missteps; they’d grow stronger and more united because of them.

What I also loved was how you tied in examples of accidental innovation—Post-it Notes born from a “failed” adhesive, Slack rising from the ashes of a gaming flop, Fleming’s contaminated dish giving us penicillin. These stories remind us that the future isn’t shaped by perfection but by the willingness to see possibility in the rubble.

And maybe that’s the real gift of failure: perspective. It strips away illusions, forces us to see what’s real, and teaches us resilience that no textbook or TED Talk can ever fully capture. As you said, “failure isn’t your foe—it’s your forge.” That line alone is worth meditating on.

For me, the deeper takeaway is this: failure is inevitable, but regret is optional. Regret comes when we stop, when we shrink, when we let the sting of a mistake convince us to never try again. But when we stay in motion, keep iterating, and keep extracting the gold from the rubble, failure transforms from something we fear into something we can trust.

Ken, thank you for writing this. It’s more than a post—it’s a manifesto for resilience. And in a world where 90% of ventures stumble and half of businesses collapse in five years, your words are a lifeline for anyone standing in the ruins wondering if they should get back up. The answer, as you’ve so powerfully shown, is yes. Get up. Refine. Advance. Share. Repeat.

Because in the end, failure doesn’t define us. How we respond does.

Cronus's avatar

It's taken time for me to see past some failures but now they are the best lessons. As Thomas Edison says, "I have not failed. I've just found 10,000 ways that won't work." - The lesson from my last startup was to figure out the unknown unknowns and find on blue oceans. Anther advantage over time is how so many people have crossed our path, so we understand a better fit for colleagues and have one or two we can tap when the time is right.

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