Coaching Highlight: The Power of Owning Mistakes

I apologized to the board “for my tendency to railroad our plans through to approval rather than giving the board an opportunity to question them.”

Insight

When a leader openly acknowledges a misstep, it shifts the culture of the room. David’s admission shows that vulnerability is not weakness but strength. By apologizing, he modeled accountability and gave permission for others to be candid as well. Boards and leadership teams alike benefit when honesty is valued over defensiveness. The real win comes when an apology does not end the conversation but opens the door to better dialogue, deeper trust, and stronger governance.

Reflection

• How do I respond when I realize I’ve pushed too hard in a discussion?
• What signals do I send to my peers when I admit mistakes publicly?
• Do we, as a board, celebrate overly polished presentations—preferring those to reports and updates that are brutally honest?
• How can admissions of overreach or error build trust rather than erode confidence?
• What practices could we put in place so directors and management feel safe enough to own their missteps?

Exercises

1. Apology practice: In a retreat setting, invite each board member to share a time they misjudged an issue or pushed too hard, and what they learned from it. Reflect together on how vulnerability built trust.
2. Feedback pairs: Pair participants for short one-on-one feedback conversations after meetings. Encourage both to name something they appreciated and something that could have been handled differently.
3. Courageous leadership spotlight: At the end of a board cycle, highlight an instance where someone modeled candor or vulnerability. Use it as a moment to reinforce the value of authenticity.
4. Role reversal drill: Ask the CEO to share an example of a board dynamic they found difficult, then invite directors to do the same about management interactions. Debrief on how mutual honesty strengthens collaboration.