The author's fixation on "improve your success percentage" is actually a highly toxic way to shape a team culture, even if it does (supposedly) yield some benef

The author's fixation on "improve your success percentage" is actually a highly toxic way to shape a team culture, even if it does (supposedly) yield some benefits. A good leader should let people know it's safe to fail. That's how we create an environment for boldness. If someone launched 10 failures and 10 successes this year, a very reasonable goal would be to launch 100 failures next year. Go fail more. Go fail all the time. You know how you'll pack that many failures into a year? Well, you'll have to launch more often. If you want to launch every feature more often, you'll need to launch features earlier, when they're smaller. If you want to launch smaller features, you need to know how to scope down. To know what scope you can cut for that many features, you'll need to talk to users more often — probably all the time. Et voila. So upping your rate of failure by 10x will mean you've upped your rate of learning by (at least) 10x. That will likely take you way further than some navel-gazing and overly-negative focus on "failing less often." Success comes from getting more turns at bat. You rack up way more strikes — and way more home runs.