"Very few of the great leaders ever get through their careers without failing, sometimes dramatically"
About this Quote
Greatness, Crosby suggests, isn’t a highlight reel; it’s a career-long contact sport with the ground. The line is bluntly corrective, pushing back against the corporate tendency to mythologize leaders as steady, always-right machines. By insisting that “very few” make it through without failure “sometimes dramatically,” he treats collapse not as an embarrassing anomaly but as a recurring feature of high-stakes decision-making.
The phrasing matters. “Get through their careers” casts leadership as endurance, not inspiration. It’s less about charisma than stamina under scrutiny. And “dramatically” does double duty: it acknowledges that failures at the top are rarely private. When leaders miscalculate, they do it with budgets, reputations, and other people’s livelihoods on the line, so the fallout becomes narrative - a public event that can define them.
Crosby’s context as a quality-management thinker sharpens the subtext. In quality culture, mistakes aren’t moral failings; they’re data. His broader worldview (often summarized as “quality is free” because the cost of defects is what really drains organizations) makes failure useful only if it’s captured, analyzed, and prevented from repeating. So the quote isn’t permission to be sloppy. It’s an argument against fear-based workplaces that hide errors until they metastasize.
The intent, then, is both humanizing and disciplinary: normalize the reality of failure at scale, while quietly demanding the systems - humility, feedback loops, accountability - that turn dramatic missteps into durable leadership.
The phrasing matters. “Get through their careers” casts leadership as endurance, not inspiration. It’s less about charisma than stamina under scrutiny. And “dramatically” does double duty: it acknowledges that failures at the top are rarely private. When leaders miscalculate, they do it with budgets, reputations, and other people’s livelihoods on the line, so the fallout becomes narrative - a public event that can define them.
Crosby’s context as a quality-management thinker sharpens the subtext. In quality culture, mistakes aren’t moral failings; they’re data. His broader worldview (often summarized as “quality is free” because the cost of defects is what really drains organizations) makes failure useful only if it’s captured, analyzed, and prevented from repeating. So the quote isn’t permission to be sloppy. It’s an argument against fear-based workplaces that hide errors until they metastasize.
The intent, then, is both humanizing and disciplinary: normalize the reality of failure at scale, while quietly demanding the systems - humility, feedback loops, accountability - that turn dramatic missteps into durable leadership.
Quote Details
| Topic | Leadership |
|---|---|
| Source | Help us find the source |
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