Recovering From a High-Profile MistakeSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoPersonal growth and transformation|Recovering From a High-Profile MistakeSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoPersonal growth and transformationRecovering From a High-Profile MistakeA candid Q&A with Michael Lynton and Joshua L. Steiner on what they’ve learned about recovering from failure.January 22, 2026Summary.   Leer en españolLer em portuguêsPostPostShareSavePrintIt’s rare for senior leaders to speak openly about the mistakes that changed the course of their lives or careers, the kind that stick with you long after everyone else has moved on.Read more on Personal growth and transformation or related topics Managing yourself, Leadership, Authenticity, Continuous learning, Personal resilience and TrustworthinessPostPostShareSavePrintRead more on Personal growth and transformation or related topics Managing yourself, Leadership, Authenticity, Continuous learning, Personal resilience and TrustworthinessPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

Michael Lynton, the former CEO of Logitech, and Joshua L. Steiner, a professor at The Wharton School, offer a candid and insightful reflection on recovering from a high-profile mistake, a topic rarely explored with such openness by senior leaders. The discussion centers around the lasting impact of a significant failure and the strategies they employed to move forward, distilling key lessons applicable to leadership and personal growth. The primary focus lies not in detailing the specific mistake itself – a critical element deliberately omitted – but rather on the process of understanding, accepting responsibility, and ultimately, leveraging the experience for positive transformation.

Lynton and Steiner emphasize that the initial reaction to a high-profile error invariably involves denial, often fueled by a desire to maintain a carefully constructed public image. This phase, they suggest, is characterized by attempts to minimize the impact of the mistake and shield oneself from scrutiny. However, they argue that prolonged denial ultimately hinders the healing process. A crucial first step, according to Steiner, is a brutal, honest assessment of the situation, acknowledging the flaws in judgment that contributed to the failure. This requires a willingness to confront uncomfortable truths and to understand the magnitude of the impact. Lynton’s experience, as relayed in the discussion, highlights the importance of demonstrating genuine remorse – not as a calculated PR move, but as a sincere expression of accountability.

A key aspect of recovery, as articulated by both individuals, revolves around learning from the mistake. The failure, they state, should be treated as a unique data point, offering valuable information about one's decision-making processes and potential blind spots. Lynton describes actively deconstructing the circumstances, analyzing the factors that led to the error, and identifying the specific behaviors that need correction. Steiner builds upon this by advocating for a structured approach to post-failure analysis, incorporating elements of psychological debriefing and introspection. He stresses the need to examine not just what went wrong, but also why – understanding the underlying motivations, biases, and cognitive traps that played a role.

Furthermore, the discussion underscores the importance of fostering a culture of psychological safety, particularly within an organization. This means creating an environment where individuals feel comfortable admitting mistakes, sharing vulnerabilities, and learning from each other’s experiences without fear of retribution or judgment. Lynton’s approach, as presented, suggests a deliberate effort to normalize failure as a natural part of the learning process, emphasizing the value of open dialogue and constructive feedback. Steiner reinforces this point, asserting that fostering such an environment is essential for building resilient teams and driving innovation.

The piece subtly highlights that recovery isn’t a linear process. There will be setbacks, moments of self-doubt, and the temptation to revert to old patterns. The ability to persevere, they claim, requires a combination of self-awareness, emotional resilience, and a steadfast commitment to personal growth. Lynton's narrative focuses on maintaining a sense of perspective, avoiding excessive self-criticism, and focusing on tangible steps toward improvement. The duo emphasizes the importance of seeking support from trusted advisors and mentors, individuals who can provide objective guidance and encouragement during challenging times.

Ultimately, Lynton and Steiner’s conversation paints a picture of recovery as a deliberate, multifaceted journey of self-discovery and transformation. The high-profile mistake, rather than being a definitive marker of failure, becomes a catalyst for profound personal and professional growth. The emphasis on honesty, accountability, learning, and psychological safety suggests that these principles are applicable not only to individual leadership but also to organizational culture, promoting a more robust and adaptable approach to handling adversity.