In a supportive culture, managing underperformance starts with co-authored goals upstream. When results falter, the conversation should be a diagnostic inquiry focused on removing roadblocks. This shifts the focus from the person's failure to the problem that's hindering their success, making tough conversations productive.

Instead of blaming individuals for errors, leaders should analyze the systemic conditions that led to the mistake. Error isn't random; it's a patterned outcome. This shifts the focus from 'fixing people' to designing more resilient systems.

To make post-mortems on lost deals effective, sales and product teams must collaborate to identify root causes. The meeting's primary goal should be to produce a specific, actionable change in the sales process or product roadmap, rather than just discussing the failure.

DoorDash uses the value "One Team, One Fight" to define everyone's job as "helping the customer win," irrespective of job title. This fosters a culture of high accountability for the end result while simultaneously ensuring low blame, as everyone shares responsibility when problems arise.

Instead of stigmatizing failure, LEGO embeds a formal "After Action Review" (AAR) process into its culture, with reviews happening daily at some level. This structured debrief forces teams to analyze why a project failed and apply those specific learnings across the organization to prevent repeat mistakes.

Instead of blaming an individual for a failed initiative, ask what in the process could be improved. This shift removes fear, fosters psychological safety, and encourages team members to take creative risks without fear of personal reprisal.

The team conducts immediate "hot debriefs" for quick learning within a thick-skinned culture focused on improvement, not blame. "Cold debriefs" happen later, allowing emotions to cool for more strategic conversations after a high-pressure event.

Menlo's culture operates on the principle that when mistakes happen, the system is at fault, not the individual. This approach removes fear and blame, encouraging the team to analyze and improve the processes that allowed the error to occur, fostering a culture of continuous improvement.

To foster psychological safety for innovation, leaders must publicly celebrate the effort and learning from failed projects, not just successful outcomes. Putting a team on a pedestal for a six-month project that didn't ship sends a stronger signal than any monetary award.