Learning to Be Bad (So You Can Be Better)

When was the last time you were bad at something you genuinely wanted to be good at?

Last week, I had my first-ever cello lesson. I’ve wanted to learn for about 15 years. I finally booked it in, turned up full of quiet excitement, and was truly terrible. My fingers didn’t know where to go, the bow did not cooperate, and the sound was, at best, experimental. And honestly, I loved it.

Confidence is built through practice, not perfection. (Source: Unslpash, Massimo Sartirana)

Because I wasn’t expecting to be good. I just knew that if I wanted to be good one day, I had to be willing to be bad first.

Being bad at something isn’t a feeling we usually seek out, especially as adults. Most of us avoid it. But discomfort is often where growth begins.

That idea applies to hobbies, but it shows up just as clearly in professional life, particularly in leadership and media training.

Media interviews are a good example. Many leaders want the outcome of confidence, clarity and authority, but dread the process. The first few interviews can feel awkward. You might ramble, overthink, or walk away replaying every answer. That is not failure. It is the consciously incompetent stage, and it is unavoidable.

Leadership confidence, like learning an instrument, is built through repetition, feedback and patience. Media training works because it gives leaders the space to practise, refine their message and build confidence before the stakes are high. You do not skip the messy part. You learn through it.

So whether it’s a cello, a media interview, or a new leadership skill, being bad is not a sign you’re failing. It’s proof you’ve started. And starting is the only way to get good.

Josie-Amber O’Neill is Arize’s Operations Manager, with a focus on operations, strong teams and the structures that support creative thinking.