Making public mistakes feels like a reason to disappear, but it's an opportunity to model resilience. The goal isn't to avoid messing up, but to learn how to handle being wrong, listen without defensiveness, and let your actions rebuild trust.

A superior crisis response playbook goes beyond acknowledging a mistake and taking responsibility. To truly rebuild trust, leaders should overcorrect with a positive action that is disproportionately forceful compared to the initial error, demonstrating a profound commitment to the values that were compromised.

Jensen Huang rejects "praise publicly, criticize privately." He criticizes publicly so the entire organization can learn from one person's mistake, optimizing for company-wide learning over individual comfort and avoiding political infighting.

Leaders struggling with firing decisions should reframe the act as a protective measure for the entire organization. By failing to remove an underperformer or poor cultural fit, a leader is letting one person jeopardize the careers and work environment of everyone else on the team.

The strength of a team's trust isn't defined by avoiding mistakes, but by a leader's willingness to go back, take responsibility, and "repair" after a conflict. This builds more security than striving for perfect, error-free leadership.

A senior hire was instrumental in getting Snowflake's CRO promoted. Eighteen months later, that same person was found to be 'cancerous to the organization.' The CRO had to fire them and go on an 'apology tour,' a painful but necessary act of leadership to protect the company culture.

Many believe once trust is lost, it's gone forever. However, it can be rebuilt. The process requires transparently admitting the mistake and, crucially, following up with tangible actions that prove the organization has changed its ways. A mere apology is insufficient; you must 'walk the walk'.

Citing a Steve Jobs anecdote, Chang asserts that for senior leaders, the reasons behind failure are irrelevant. If you succeed, you get the praise; if you fail, you get all the blame. This fosters a culture of extreme ownership and accountability where excuses are not tolerated.

Snowflake's CRO survived multiple attempts by the board to replace him because he was highly coachable. He embraced a mindset of 'I don't know everything' and was willing to get 'punched in the mouth' with feedback. This openness to being told he was screwing up was essential for his evolution and tenure in the role.