Effective managers own their mistakes, explicitly apologize, and change behavior, turning errors into trust-building opportunities rather than morale killers.
When you become a manager, mistakes are inevitable. The piece argues that the real skill is not avoiding errors but repairing them. It shows that a manager who admits a bad decision, explains the impact, and commits to a different approach restores trust and even strengthens the team.
The article gives concrete examples: a manager promises a feature without consulting engineers, forces the team into overtime, creates technical debt and burnout, then either doubles down or apologizes. The apology that works is specific - "I interrupted you three times and dismissed your concerns" - avoids self-focus, and is followed by consistent behavior change.
Repair isn't a one-off conversation; it's a process. The author stresses giving it time, repeatedly showing up differently, and tying the act of repair to better decision-making. When leaders know they can fix mistakes, they become more willing to take reasonable risks, have tough talks, and ship value without paralysis.
Ultimately, the message is practical: own the mistake, be precise about the harm, keep the focus on the team, and adjust your actions. That habit builds credibility, reduces burnout, and keeps high-performing engineers engaged.
Check out the full stdlib collection for more frameworks, templates, and guides to accelerate your technical leadership journey.