I understand the tension – do I step in or do I take a step back? Exert more control or allow for more autonomy? Good management is somewhere between the two, and our job as managers is to find the delicate balance. Different folks, different strokes.

I am aware, of course, that this is easier said than done. Failing is almost taboo in many Asian cultures. There is a perfectionistic, face-saving mentality, weaved into the very way we perceive and approach life and work. Many are very uncomfortable with making mistakes, or worse, failing and losing the respect of their bosses, peers and subordinates.

Mistakes are the best teachers

And yet the old adage “mistakes are the best teachers” is wisdom that has proven to be true time and time again.

Mohnish Pabrai, a prominent Indian-American businessman, investor, and philanthropist said it this way – “Mistakes are the best teachers. One does not learn from success. It is desirable to learn vicariously from other people’s failures, but it gets much more firmly seared in when they are your own.”

Seared is a strong word. Lessons get burned and etched into us through failure. If we truly believe that, then we need to stop interfering and rescuing. We may jump in out of good intentions but it often hinders growth and worse – leads to a perception of distrust that can become a wedge in the working relationship.

We need to cultivate a mistake-making culture

As long as we are growing, we will always make mistakes. It is part and parcel of learning. Growth is always accompanied by failure, and the only other option is to relegate ourselves to doing the same old things over and over again and remain status quo. Sure, we may look like we have it all figured out, but we’ll be stuck in a rut of stagnation. At the end of the day, if we want innovation, we’ll have to learn to embrace risks and accept mistakes.

When the cost of failure is too high…

Of course, we need to be able to differentiate mission-critical moments. When the risk is too high, and there is little to no room for failure, we cannot set our inexperienced employees up to fail. This will sear them in a totally negative way, and they may not be able to get back up on their feet, much less choose to innovate again. It is ultimately our responsibility to tell the difference.

Our response to failure is crucial

When they fail, we can forgive honest mistakes and guide them to make the most out of the mistake by gleaning as much as they can to become better. We should also back them up practically by taking appropriate responsibility for the decisions they make and think about how we can better help them move forward.

Innovation and creativity abound in environments where people feel safe enough to be vulnerable and take risks. So when employees have the assurance that we have their backs and will not punish them for trying earnestly, they will truly thrive.

So managers, let your employees fail. Take every opportunity to spell it out in words and actions that you support them and you’ll be surprised where that takes you.