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[This talk contains mature language[br]Viewer discretion is advised]

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If we traveled back to the year 800 BC,

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in Greece, we would see[br]that merchants whose business has failed

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were forced to sit in the marketplace[br]with a basket over their heads.

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In premodern Italy,

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failed business owners,[br]who had outstanding debts,

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were taken totally naked[br]to the public square

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where they had to bang their butts[br]against a special stone

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while a crown cheered at them.

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In the 17th century in France,

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failed business owners were taken[br]to the center of the market,

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where the beginning of their bankruptcy[br]was publicly announced.

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And in order to avoid[br]immediate imprisonment,

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they had to wear a green bonnet

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so that everyone knew they were a failure.

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Of course, these are extreme examples.

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But it is important to remember

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that when we excessively[br]punish those who fail,

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we stifle innovation[br]and business creation,

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the engines of economic growth[br]in any country.

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Time has passed, and today we don't[br]publicly humiliate failed entrepreneurs.

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And they don't broadcast[br]their failures on social media.

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In fact, I think that all of us can relate[br]with the pain of failure.

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But we don't share the details[br]of those experiences.

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And I totally get it, my friends,[br]I have also been there.

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I had a business that failed

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and sharing that story[br]was incredibly hard.

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In fact, it required seven years,[br]a good dose of vulnerability,

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and the company of my friends.

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This is my failure story.

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When I was in college, studying business,[br]I met a group of indigenous women.

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They lived in a poor rural community[br]in the state of Puebla, in central Mexico.

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They made beautiful handmade products.

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And when I met them and I saw their work,

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I decided I wanted to help.

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With some friends, I co-founded[br]a social enterprise

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with the mission to help the women[br]create an income stream

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and improve their quality of life.

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We did everything by the book,

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as we had learned in business school.

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We got investors,

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we spent a lot of time building[br]the business and training the women.

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But soon we realized we were novices.

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The handmade products were not selling,

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and the financial plan we have made[br]was totally unrealistic.

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In fact, we worked[br]for years without a salary,

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hoping that a miracle would happen,

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that magically a great buyer would arrive

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and she would make[br]the business profitable.

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But that miracle never happened.

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In the end, we had to close the business,

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and that broke my heart.

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I started everything to create[br]a positive impact

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on the life of the artisans.

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And I felt that I have done the opposite.

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I felt so guilty,

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that I decided to hide this failure

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from my conversations[br]and my resume for years.

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I didn't know other failed entrepreneurs

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and I thought I was[br]the only loser in the world.

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One night, seven years later,[br]I was out with some friends

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and we were talking[br]about the life of the entrepreneur.

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And of course, the issue[br]of failure came out.

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I decided to confess to my friends[br]the story of my failed business.

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And they shared similar stories.

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In that moment, a thought[br]became really clear in my mind:

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all of my friend were failures.

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(Laughter)

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Being more serious,[br]that night I realized that

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A: I wasn't the only loser in the world,

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and B: we all have hidden failures.

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Please tell me if that is not true.

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That night was like an exorcism for me.

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I realized that sharing your failures[br]makes you stronger, not weaker.

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And being open to my vulnerability

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helped me connect with others[br]in a deeper and more meaningful way,

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and embrace life lessons[br]I wouldn't have learned previously.

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As a consequence of this experience

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of sharing stories[br]of businesses that didn't work,

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we decided to create a platform of events

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to help others share[br]their failure stories.

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And we called it Fuckup Nights.

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Years later, we also created[br]a research center

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devoted to the story of failure

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and its implications on business,[br]people and society

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and as we love cool names,[br]we called it the Failure Institute.

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It has been surprising to see

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that when an entrepreneur[br]stands on a stage

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and shares a story of failure,

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she can actually enjoy that experience.

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It doesn't have to be a moment[br]of shame and embarrassment,

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as it used to be in the past.

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It is an opportunity[br]to share lessons learned

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and build empathy.

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We have also discovered

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that when the members of a team[br]share their failures, magic happens.

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Bonds grow stronger[br]and collaboration becomes easier.

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Through our events and research projects,

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we have found some interesting facts.

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For instance, that men and women[br]react in a different way

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after the failure of a business.

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The most common reaction among men

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is to start a new business[br]within one year of failure,

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but in a different sector.

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While women decide to look for a job

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and postpone the creation[br]of a new business.

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Our hypothesis is that this happens

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because women tend to suffer more[br]from the impostor syndrome.

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We feel that we need something else[br]to be a good entrepreneur.

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But I have seen that in many, many cases[br]women have everything that's needed.

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We just need to take the step.

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And in the case of men,

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it is more common to see that they feel[br]they have enough knowledge,

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and just need to put it in practice[br]in another place with better luck.

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Another interesting finding has been

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that there are regional differences[br]on how entrepreneurs cope with failure.

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For instance, the most common reaction

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after the failure of a business[br]in the American continent

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is to go back to school.

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While in Europe, the most common reaction[br]is to look for a therapist.

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(Laughter)

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We're not sure which is a better reaction[br]after the failure of a business,

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but this is something[br]we will study in the future.

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Another interesting finding has been

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the profound impact that public policy[br]has on failed entrepreneurs.

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For instance, in my country, in Mexico,

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the regulatory environment is so hard,

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that closing a business can take you[br]a lot of time and a lot of money.

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Let's begin with the money.

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In the best possible scenario,

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meaning you don't have[br]problems with partners,

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providers, clients, employees,

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in the best possible scenario,

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officially closing a business[br]will cost you 2,000 dollars.

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Which is a lot of money in Mexico.

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Someone who earns the minimum wage

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would have to work for 15 months[br]to save this amount.

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Now, let's talk about the time.

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As you may know, in most[br]of the developing world,

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the average life expectancy[br]of a business is two years.

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In Mexico, the process of officially[br]closing a business takes two years.

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What happens when the average[br]life expectancy of a business

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is so similar to the time it will take you[br]to close it if it doesn't work?

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Of course, this discourages[br]business creation

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and promotes informal economy.

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In fact, econometric research has proved

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that if the process of declaring[br]bankruptcy takes less time and less money,

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more new firms will enter the market.

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For this reason, in 2017,

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we proposed a series[br]of public policy recommendations

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for the procedure of officially[br]closing businesses in Mexico.

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For a whole year,

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we worked with entrepreneurs[br]from all over the country

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and with Congress.

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And the good news is that we managed[br]to help change the law.

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Yay!

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(Applause)

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The idea is that when[br]the new regulation comes into force,

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entrepreneurs will be able to close[br]their businesses in an online procedure

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that is faster and inexpensive.

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(Sighs)

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On the night we invented Fuckup Nights,

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we never imagined that the movement[br]would grow this big.

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We are in 80 countries now.

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In that moment, our only intention

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was to put the topic[br]of failure on the table.

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To help our friends see that failure[br]is something we must talk about.

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It is not a cause of humiliation,[br]as it used to be in the past,

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or a cause of celebration,[br]as some people say.

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In fact, I want to confess something.

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Every time I listen[br]to Silicon Valley types or students

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bragging about failing fast and often[br]like it's no big deal, I cringe.

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Because I think that there is a dark side[br]on the mantra "fail fast."

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Of course, failing fast[br]is a great way to accelerate learning

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and avoid wasting time.

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But I fear that when[br]we present rapid failure

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to entrepreneurs as their[br]one and only option,

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we might be promoting laziness.

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We might be promoting[br]that entrepreneurs give up too easily.

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I also fear that the culture[br]of rapid failure

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could be minimizing[br]the devastating consequences

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of the failure of a business.

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For instance, when[br]my social enterprise died,

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the worst part was that I had to go back[br]to the indigenous community

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and tell the women[br]that the business had failed,

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and it was my fault.

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For some people this could be seen[br]like a great learning opportunity for me,

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but the truth is that[br]the closure of this business

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represented much more than that.

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It meant that the women[br]would stop receiving an income

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that they really needed.

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For this reason,[br]I want to propose something.

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I want to propose that[br]just as we put aside the idea

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of publicly humiliating[br]failed entrepreneurs,

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we must put aside the idea[br]that failing fast is always the best.

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And I want to propose a new mantra:

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fail mindfully.

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We must remember that businesses[br]are made of people,

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businesses are not entities[br]that appear and disappear

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magically without consequences.

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When a firm dies,[br]some people will lose their jobs.

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And others will lose their money.

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And in the case of social[br]and green enterprises,

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the death of this business[br]can have a negative impact

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on the ecosystems or communities[br]they were trying to serve.

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But what does it mean to fail mindfully?

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It means being aware of the impact,[br]of the consequences

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of the failure of that business.

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Being aware of the lessons learned.

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And being aware of the responsibility

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to share those learnings with the world.

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Thank you.

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(Applause)