Learning what not to do is at least as valuable as learning what to do. As I look back at my experience on a team, I have based a lot more practices in leadership and teamwork on experiences that taught me what not to do. Sometimes, it was my own trial and error and sometimes it was enough to see someone else sabotage the team with practices that proved to be unsound. Specific “how to” advice usually turns out to be much narrower than the general warnings of epic fails that everyone can learn from. Most people want to learn from those who hit it big. The more practical learning could be gleaned from those who crashed and burned. Causes for success are usually much more ethereal in hindsight than the causes of failure which are often more easily pinpointed in the ruins of someone’s brave attempt.