Learning from Our Mistakes

By Dr. Nels Lindberg, Production Animal Consultation

As I sit down to write this article on March 29, 2020, we find ourselves in the middle of one of the greatest global challenges that we have ever seen or studied. It is literally the newest kind of world war, the kind that we will likely see again. Our world as we know it is forever changed, much like after 9/11. Prior to 9/11, you could walk into the airport, get your ticket at the ticket counter, walk right up to the gate and hop on the plane, all in less than 30 minutes. Post 9/11, we all know the reality of airline travel, don’t we?

Create clarity through routine and by focusing on the needs of your customers and the people around you.

Going forward, what do you think our world will look like? Will we have temperature scanning machines at airports, train and subway stations, hotels and convention centers, screening us for elevated temperatures? Will we wear masks seasonally or in times of higher viral loads, like many countries already do today? Do you see a day when the weather forecast will show not only weather risk but also “viral load” risk?

Even as we wonder what the future might bring, we should also take this opportunity to reflect on our learning opportunities. Leading in crisis requires analyzing and digesting all of the rapidly occurring events and information coming at us, making timely decisions, and occasionally firing from the hip. Whether the COVID-19 outbreak was the first time we have been asked to lead in a moment of crisis or not, we likely made some errors in judgment and had a few mis-fires. Since most of us never received formal training in leading in a crisis, these mistakes create learning opportunities to improve on our “amateur status”. We can also learn from other leaders and those making decisions and executing objectives around us. Most of what I have learned in my life has been through observation of other very courageous people.

As leaders of feedyards and veterinary clinics during the COVID-19 outbreak, we were focused on keeping people in our organizations healthy, keeping the virus outside of our doors or gates, and minimizing our exposure to the public to help keep those outside of our operations healthy. As one of my mentors said, we were striving to avoid being like ‘Patient 31’, a super-spreader of the coronavirus in South Korea. Looking back, as a vet clinic, maybe we did not go to curbside service soon enough, or as a feedyard, perhaps you allowed too many people in and out of your operation for too long.

We can be sure that we will be faced with another 9/11, another active shooter, or another COVID-19. We as leaders must look at what we did, what others did, and what mistakes were made in this crisis to help us better prepare for the next one. Post 9/11, the government thought about our mistakes and created the Transportation Security Administration (TSA). Post COVID-19, our government will again evaluate our mistakes and work to stop another

COVID-19 from occurring. Maybe it will create the Pathogen Security Administration (PSA).

What mistakes have you made in this process or in another crisis? What can you learn from those mistakes? How can you adjust? I want to look at five broad mistakes that can be made in any crisis and how we can learn from them.

MISTAKE #1

We overreact.

In a crisis, we always need to sort out the immediate situation, keep people safe, and take action if needed. However, we do not want to overreact by stepping in to take control and going too far. Once we make sure our people are safe, we need to step back and process the situation. Often we create more challenges by overreaching instead of trusting the great people underneath us who are doing great things. Resist the urge to micromanage; rely on your trusted people. There will be times when you need to step in. In that case, be sure to communicate why you are stepping in. I have certainly been guilty of overstepping my bounds and failing to communicate well. Just ask my business partner, Dr. Ty!

MISTAKE #2

We do not admit when our first assessment is wrong.

In the middle of a crisis, the situation can change quickly, as new information comes in and additional discussions shed new light. We have likely made decisions with only preliminary information at hand. As the event changes and new facts emerge, we must admit when our first assessment is wrong. We need to adjust, re-evaluate the situation, and adjust again. As a veterinary clinic, maybe we should have gone to curbside service a week earlier. As a feedyard, perhaps you could have stopped all package deliveries at the gate or kept truckers from going in and out of the office.

MISTAKE #3

We allow ourselves to be consumed by too much noise and our own thoughts.

This can happen when you or someone close to you receives a cancer diagnosis or the news of a tragic event. In a crisis, how do you create real clarity and focus in your own mind? Focus on the people around you and the needs of those people. Step away from all of the noise. Keep thinking about the needs of your people, which helps maintain trust, relatability and relevance. Consuming too much news or too much market information can crowd out your wealth of prior knowledge and keep you from moving forward. Instead, create clarity through routine and by focusing on the needs of your customers and the people around you.

MISTAKE #4

We rely too heavily on instinct instead of skill.

In the early stages of a crisis, we all utilize our instinct, which has been formed by prior life experience and wisdom gained. We must all initially rely on instinct in a crisis, and more wisdom and life experience can make some people better equipped than others. However, as the crisis evolves, we must rely on our skills and training to make informed decisions. While instinct may still play a role, we must think deeper and apply the life skills we have gained through traditional and non-traditional education. Many of you, like me, have used past experiences with tragedy, challenges and difficult markets to build good gut instincts. But, emotion and instinct alone can get us in trouble, so we all need to make sure we rely on skill and knowledge in a crisis.

MISTAKE #5 (The Greatest Mistake)

We step back or pull away from our people or our organization.

This is very, very dangerous. Pulling back in a crisis destroys the trust level and connection with your people at a time when they need to see you, talk to you and simply know that you are there. We must be out in front, be very visible, talk and connect at a higher level with people more than we ever have. We are often concerned with saying too much or not saying and doing the right things, and we unknowingly take a step back. That is the opposite of what we need to do as leaders.

What are the mistakes you have made? I am certain you all have made many great decisions in this challenging time, and we are certainly very proud of each of you! Unique times present unique opportunities. Uncertain times create leadership opportunities. Use these “lemons” to fuel your passion and ingenuity to help shape this new, post-COVID19 world. We will be there right along side you!