Gabriel Mizrahi

The CEO and the board are super supportive, and we've retrospectively analyzed all the business decisions that led to this and devised methods to prevent it from happening again. I love my job, I believe in the company, and I want to be the kind of leader who owns mistakes and grows from them. But when I look to the future, my stomach is tied in knots, having to recover from this mistake.

How do I move forward from this? How can I stay engaged and effective when every day might remind me of where I got it wrong? Signed, keeping my head high and vying not to be mortified as this mistake multiplies.

How do I move forward from this? How can I stay engaged and effective when every day might remind me of where I got it wrong? Signed, keeping my head high and vying not to be mortified as this mistake multiplies.

How do I move forward from this? How can I stay engaged and effective when every day might remind me of where I got it wrong? Signed, keeping my head high and vying not to be mortified as this mistake multiplies.

I love that, Jordan. That combination of vulnerability and accountability is very powerful. Not a lot of leaders have the courage to do that.

I love that, Jordan. That combination of vulnerability and accountability is very powerful. Not a lot of leaders have the courage to do that.

I love that, Jordan. That combination of vulnerability and accountability is very powerful. Not a lot of leaders have the courage to do that.

But whether you end up having this conversation or not, I would also keep an eye on the pieces of this that are yours to work on and nobody else's. Look, you might be the kind of person who does feel this outsized sense of responsibility. You might have a tendency to beat yourself up for things, very common tendencies, by the way, for great leaders.

But whether you end up having this conversation or not, I would also keep an eye on the pieces of this that are yours to work on and nobody else's. Look, you might be the kind of person who does feel this outsized sense of responsibility. You might have a tendency to beat yourself up for things, very common tendencies, by the way, for great leaders.

But whether you end up having this conversation or not, I would also keep an eye on the pieces of this that are yours to work on and nobody else's. Look, you might be the kind of person who does feel this outsized sense of responsibility. You might have a tendency to beat yourself up for things, very common tendencies, by the way, for great leaders.

This is kind of a superpower in a way, but it can also become a fatal flaw. In which case, again, there might be some work for you to do in figuring out why these responses come naturally for you. You know, get to the roots of that. Decide just how much of this you should take on.

This is kind of a superpower in a way, but it can also become a fatal flaw. In which case, again, there might be some work for you to do in figuring out why these responses come naturally for you. You know, get to the roots of that. Decide just how much of this you should take on.

This is kind of a superpower in a way, but it can also become a fatal flaw. In which case, again, there might be some work for you to do in figuring out why these responses come naturally for you. You know, get to the roots of that. Decide just how much of this you should take on.

Whether this guilt really does all fall on you, or whether it maybe should be distributed a little bit among your team, which it sounds like that's the case. And just how best to work through all of these feelings. There is a process here that is yours alone.

Whether this guilt really does all fall on you, or whether it maybe should be distributed a little bit among your team, which it sounds like that's the case. And just how best to work through all of these feelings. There is a process here that is yours alone.

Whether this guilt really does all fall on you, or whether it maybe should be distributed a little bit among your team, which it sounds like that's the case. And just how best to work through all of these feelings. There is a process here that is yours alone.

Yeah, good point. I do get the sense that there's something else going on here besides I picked a vendor who ended up screwing us. Your bosses are saying, hey, it's OK, we've got you. And you're going, I don't know if I can keep showing up to work.

Yeah, good point. I do get the sense that there's something else going on here besides I picked a vendor who ended up screwing us. Your bosses are saying, hey, it's OK, we've got you. And you're going, I don't know if I can keep showing up to work.

Yeah, good point. I do get the sense that there's something else going on here besides I picked a vendor who ended up screwing us. Your bosses are saying, hey, it's OK, we've got you. And you're going, I don't know if I can keep showing up to work.

Maybe it's hard to believe that your bosses really do forgive you, that they really do support you even after you made a mistake, which, again, all of you guys made. So it is an interesting question. Why is that? Is it hard to internalize the support of the people around you? Perhaps that would be interesting to get to the bottom of, too.