TL;DR: “Mistakes are proof you're trying” sounds encouraging — but it depends on the setting. In innovation work, mistakes are often part of learning. In high-risk processes, they are warning signs of system failure.
Are Mistakes Proof That You're Trying?
Sometimes — but not always.
In learning and innovation settings, mistakes can signal experimentation and growth. In stable or high-risk processes, mistakes signal system weakness and require prevention, not celebration.
That distinction matters.
We can all make mistakes, so I advocate for learning from mistakes through my book, podcast, and speaking. I do my best to learn from my mistakes, so I don't repeat them. I fail to meet that standard sometimes, and I try to learn from those moments (as I shared in this recent post).
A few times now, a friend has sent me a photo or tagged me on a LinkedIn post about a sign similar to the one below. They assume I'd love the sign and the sentiment. Mistakes are proof that you're trying?
My reaction?
It depends on the context.
Mistakes are proof that you are trying. That's true.
The surest way to not make mistakes is to not try.
“Not trying” is usually not an option.
I don't think that sign belongs in that setting.
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Context Determines the Meaning of a Mistake
If this were posted in a classroom, I think the message would be a positive reinforcement of a “growth mindset” and a helpful reminder to students that it's natural to make mistakes when learning something new.
I would not want to see that sign in an airplane cockpit or a Boeing factory. In those environments, mistakes can cost lives. A casual slogan does not belong there.
That's why pilots learn and practice in simulators–a safe setting to make mistakes.
In some situations, healthcare also uses simulators to practice and learn. That could include any of us who learn CPR on a “dummy”–another safe setting for learning through mistakes.
I also wouldn't want to see that sign in an operating room or surrounding rooms.
The photo that I shared above was posted in a hospital nursing unit. I don't think posting such a sign in that setting is appropriate. I think it's a mistake to do so.
Why?
Everyone in that environment is already trying. Mistakes are not proof of effort.
Many mistakes in healthcare — as in aviation — can have serious consequences.
We must work really hard to prevent such mistakes, such as medication errors. Some mistakes should never happen. And that doesn't mean pressuring people to be perfect in an unachievable superhuman sort of way. It means we use mistake-proofing and other systematic methods to reduce, if not eliminate, mistakes and the bad outcomes that result.
Not All Mistakes Are Created Equal
Not all mistakes are the same. At a high level, they fall into two categories:
- Process mistakes
- Innovation mistakes
This is similar to frameworks used by Prof. Amy Edmondson and others that break down failures into these categories:
- Basic failures
- Complex failures
- Intelligent failures
“Basic” and “complex” maps to “process mistakes.” Basic mistakes shouldn't happen in a known and repeatable process if we're able to do the right work the right way. Complex mistakes might be somewhat unprecedented or they might be the result of a brand new set of circumstances in a known work system.
A mistake is an action or inaction. A failure is the outcome. The two are related, but not identical.
But back to the breakdown of things into two or three categories. I used the “basic, complex, intelligent” breakdown in my book, but as applied to mistakes. I think that framework is OK.
In hindsight, I think I made a mistake by not just using “process” and “innovation” as the breakdown. Maybe for a 2nd Edition of my book!
Process Mistakes
Process mistakes can be mistake-proofed. We can (and often must) work really hard (and creatively) to prevent them proactively. And when they occur (or when we have a near miss), we must learn from them, focusing on improvement instead of punishment.
Process mistakes are not proof of effort. In stable systems, effort is assumed. Reliability is expected.
Again, I think that sign is inappropriately flippant about serious mistakes.
I'm not saying we should make people feel bad about mistakes. Far from it. I'm not a fan of punishing people for mistakes. Remember that mistakes are, by definition, unintentional. Leaders can respond to mistakes with empathy. Nurses who make mistakes might need emotional support or mental health care after a mistake, as it can be traumatizing. We don't need to add more trauma through punishment… or a sign that might land badly after a serious mistake occurs.
Innovation Mistakes
Innovation mistakes often arise from decisions made while experimenting or trying something new.
As Prof. John Grout said in his recent webinar, you generally can't mistake-proof against bad decisions.
I think that sign would be appropriate and helpful in innovation settings. If we're creating innovative marketing campaigns, “mistakes are proof that you are trying” might be more appropriate. Then again, if a marketing campaign intended to be “edgy” turns out to be “highly offensive to many,” then I don't think that sentiment is great.
It's situational.
Within KaiNexus, an innovative software company, different types of work may involve both process and innovation mistakes.
Launching a new feature that does not work perfectly may be acceptable. The key is learning quickly and improving.
When you punish innovation mistakes, people will protect themselves by being very cautious. You'll get less innovation.
Now, mistakes in payroll processes are something you'd want to mistake-proof. That sign might not be appropriate in a company's billing or accounting departments. But in the product, development, and marketing teams, you might expect, encourage, and celebrate innovation mistakes.
Again, not all mistakes are created equal.
Don't celebrate process mistakes. Do acknowledge process mistakes. Do respond to them in a kind and constructive way that's focused on learning and improvement.
Innovation mistakes can be thought of and handled a little differently.
But in all cases — focus on learning, improvement, and prevention instead of punishment!
So no — mistakes are not, by themselves, evidence that someone is “trying.”
In learning and innovation work, mistakes are often part of the process.
When we're testing ideas, trying something new, or working in uncertain conditions, mistakes are almost inevitable. In those contexts, leaders need to create psychological safety so problems and mistakes are surfaced quickly, discussed openly, and used to inform better decisions. Punishing those mistakes doesn't improve performance; it teaches people to hide information.
But not all work fits that description.
In stable, repeatable, or high-risk processes, mistakes are signals of system weakness — not effort, courage, or engagement. Celebrating those mistakes misses the point entirely. The responsibility there is to improve the system: better process design, clearer standards, mistake-proofing, and learning why the error was possible in the first place. That's not about blaming people or demanding perfection. It's about respect for the people doing the work and, especially, for those who depend on the outcome of that work.
Psychological safety does not mean lowering standards or excusing harm. It means responding with curiosity and improvement rather than blame — while still being honest about which mistakes should be designed out of the system altogether.
Not all mistakes are created equal. Leaders who treat them as if they are create confusion and mixed signals. Leaders who distinguish between learning mistakes and preventable mistakes build better systems, better outcomes, and healthier cultures.
The Leadership Discipline Is Discernment
The phrase “mistakes are proof that you're trying” is comforting. It reduces shame and encourages effort.
But leadership isn't about slogans. It's about judgment.
In innovation work, mistakes often signal learning. Leaders respond with curiosity, support, and faster improvement cycles.
In stable or high-risk systems, mistakes signal design gaps. Leaders respond by strengthening the system — not normalizing the error.
Psychological safety does not mean celebrating all mistakes. It means creating an environment where problems are surfaced quickly and examined honestly.
Not all mistakes are created equal.
The real test isn't whether mistakes occur.
It's how leaders respond.
That response is proof of leadership.
If you’re working to build a culture where people feel safe to speak up, solve problems, and improve every day, I’d be glad to help. Let’s talk about how to strengthen Psychological Safety and Continuous Improvement in your organization.
Hey Mark,
I just read your blog article “Mistakes are Proof that You’re Trying? A Situational Analysis” and I thought it was an interesting and informative post on how to perceive and handle mistakes. I like how you stated that the sign had its merit’s but only in the right setting. I agree that the sign could be placed in a classroom setting to promote a growth mindset but should be kept out of places like a hospital nursing unit. I also liked the concept of “Mistake Proofing.” I am a student at URI and we have spoken about the concept of “Poke Yoke,” which, as you know, is the exact same thing. I also found it informative how you kept going with that concept by stating the importance of trying to learn from mistakes to prevent them in the future. This is extremely important because if we don’t look deeply into what caused a mistake, the same situation is likely to reoccur. I also liked the comment “Not all mistakes are created equal. Our attitude about mistakes can’t be exactly the same for all.” I fully agree with that statement because there is no “one solution fixes all,” we need to look at the causes and react accordingly to best move forward. I also liked your statement “focus on learning, improvement, and prevention instead of punishment!” I found this interesting because sometimes people just make mistakes, instead of just punishing them we must try to find ways for them to understand where it went wrong so they can move forward better in the future.
Hi David – thanks for reading the post and for sharing your reflections.