"Do not be afraid to make decisions, do not be afraid to make mistakes"
About this Quote
Fear is framed here as the real enemy of leadership, not uncertainty. Carly Fiorina’s line isn’t a soft self-help mantra so much as a managerial directive: stop treating decision-making like a morality test. In corporate life, hesitation often gets disguised as “being thorough,” “seeking alignment,” or “waiting for more data.” Fiorina collapses those euphemisms into what they frequently are: avoidance.
The quote works because it pairs two anxieties that feed each other. People fear decisions because decisions can be wrong; they fear mistakes because mistakes come with reputational costs. By repeating “do not be afraid,” she identifies the psychological choke point and applies pressure in the simplest language possible. It’s also a subtle recalibration of accountability. She’s not celebrating error; she’s normalizing it as the price of motion. That’s a worldview shaped by executive culture, where speed and decisiveness are treated as virtues, and where the biggest sin is often not failure but drift.
Context matters: Fiorina became a symbol of high-visibility corporate leadership in an era obsessed with “CEO as visionary,” and her tenure at HP remains a case study in bold bets, controversy, and the public consequences of strategic gambles. Read against that backdrop, the line carries a second message: if you want authority, accept the bruises that come with it. It’s an invitation to act, and a warning that no one gets to claim impact without risk.
The quote works because it pairs two anxieties that feed each other. People fear decisions because decisions can be wrong; they fear mistakes because mistakes come with reputational costs. By repeating “do not be afraid,” she identifies the psychological choke point and applies pressure in the simplest language possible. It’s also a subtle recalibration of accountability. She’s not celebrating error; she’s normalizing it as the price of motion. That’s a worldview shaped by executive culture, where speed and decisiveness are treated as virtues, and where the biggest sin is often not failure but drift.
Context matters: Fiorina became a symbol of high-visibility corporate leadership in an era obsessed with “CEO as visionary,” and her tenure at HP remains a case study in bold bets, controversy, and the public consequences of strategic gambles. Read against that backdrop, the line carries a second message: if you want authority, accept the bruises that come with it. It’s an invitation to act, and a warning that no one gets to claim impact without risk.
Quote Details
| Topic | Learning from Mistakes |
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