If you’re a tennis fan, you likely know the name Amanda Anisimova. She’s top of mind for me at the moment as I write this, just a couple weeks removed from Wimbledon, where she made an inspiring run to the final, beating the No. 1 ranked player along the way.
That inspiring run had a brutal conclusion, however. In the final, she suffered the dreaded double bagel, losing 6-0, 6-0 in only 57 minutes — one of the most lopsided outcomes in Grand Slam finals history. But the point here is not that she lost or how and why she lost. It’s her response in the immediate aftermath of losing.
In Anisimova’s post-match interview, after graciously praising her opponent, thanking the fans, and speaking about her family’s support, she said something that’s important for anyone undertaking any endeavor to keep in mind:
“I know I didn’t have enough today, but I’m going to keep putting in the work. I always believe in myself, so I hope to be back here again one day.”
That is how you fail. By viewing it as a lesson learned and an opportunity to work hard and be better next time. It may sound odd, but some of the best companies — and people — fail more, not less.
In an article in The Athletic, Amy Edmondson, a Harvard professor of leadership and management, said Anisimova’s post-match statements reflect arguments she makes in her book Right Kind of Wrong: The Science of Failing Well. That there are a lot of benefits that come from failure. That the most successful organizations aren’t the ones that never fail, but rather the ones that know how to fail the correct way. They take calculated risks, test new ideas and learn from the mistakes that come with venturing into unfamiliar territory. That’s how real progress happens. That’s how you get better.
“It was courageous,” Edmondson told The Athletic about Anisimova’s post-match speech. “It was honest, and then you realize how compelling it is and how few people truly take that opportunity to be honest and vulnerable and generous after a devastating failure. The most successful or high-performance organizations are not the ones that never fail. They’re the ones that catch and correct. And they’re willing to take risks in new territory in ways that often lead to success — but often don’t.”
If you’ve been in this industry for any meaningful amount of time, you’ve had a job go sideways. These aren’t just stumbles — they’re data points. They’re how your company gets sharper, smarter and more efficient. The worst mistake isn’t failure — it’s treating every setback like something to avoid instead of something to learn from.
Of course, that mindset takes some guts. It’s easy to play it safe and stick to what’s known. It’s harder to try something new, especially when there’s a risk it might not work the first time. But companies that are willing to innovate — and willing to own the occasional flop — are often the ones that pull ahead. The goal isn’t perfection. It’s progress.
So the next time something doesn’t go to plan, ask yourself: Was this a careless mistake or an intelligent failure? Did you try something new, pursue a smart goal, take a thoughtful risk? If so, there’s no shame in the result — only opportunity.
And maybe learn from Anisimova. Lose gracefully, learn quickly, and above all, keep showing up.
Enjoy this month’s issue.
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Update: I may have written this in July, but I’m giving it a final read before it goes to press. To further bolster the message of this column, something happened that’s too perfect not to mention. It’s the U.S. Open quarterfinals, and Anisimova just beat Iga Swiatek, the player who 53 days ago blanked her in the Wimbledon final.
